Using a knowledge management evaluation framework for improving an ERP system - a Hong Kong construction industry case study

Organisations need to rely on leadership, information support and human capital in order to ensure a knowledge advantage over their competitors. Knowledge management (KM) provides organisations with sustainable competitive advantage, because it becomes extremely difficult for an organisation to cut expenditure and increase revenue by simply reengineering its business model. Project delivery and success has been traditionally viewed and measured as management of a three-legged stool, with the legs defined as cost, schedule and quality. However, KM can be linked to success by organisations becoming more effective as well as being more efficient.

This paper uses a KM framework, the Knowledge Advantage (K-Adv), developed initially for use by construction organisations. It assesses the impact of leadership and its supporting information communication technology infrastructure on the ability of people (by effectively creating, sharing, disseminating and using knowledge) to facilitate sustainable competitive advantage.

A case study that is presented is based upon the experience of a leading construction company using an Enterprise Resources Planning (ERP) system to demonstrate the effectiveness of KM from a cost management business unit perspective. Results are evaluated using a capability maturity model (CMM) - that forms the core of the K-Adv tool - to help improve processes that meet the needs of the organisation operating in a highly dynamic business environment. The case study is part of a broader doctoral research project that uses action learning to facilitate and measure ERP improvement.

Nature's line : George Goyder over South Australia

A biographical work presenting 19th century South Australian surveyor general and founder of Darwin, George Goyder, as a significant figure in colonial environmental history. Focuses on tracing the growth of experience and insight which enabled him to map, as Goyder's line, his insight into the importance of rainfall variability.

US policy toward rogue states: Comparing the Bush administration's policy toward Iraq and North Korea

The George W. Bush administration resorted to war to respond to the threat of weapons of mass destruction in Iraq, whereas it virtually ruled out the use of force to resolve the North Korean nuclear issue. By utilizing various strands of realist international relations theories, we trace motivations behind the administration's divergent foreign-policy choices toward rogue states. That the United States rushed to war against Iraq while procrastinating on North Korea presents a puzzle to conventional realism, which postulates that great powers observe changes in relative capabilities and respond accordingly. We argue that policy differences should be embedded in discussion of the administration's foreign-policy grand strategy, which sought to sustain the hegemonic status of the United States in the world. Iraq and North Korea had different implications for Bush's grand strategy, thereby calling for different approaches. By tracing the strategic design of the Bush administration, we attempt to provide a more complete account of policy differences toward rogue states, as well as indicate the significant changes in US policy during the George W. Bush administration and since.

Gathering for God : George Brown in Oceania

Combining 'the gathering of artefacts with the gathering of souls', George Brown was a key figure in the Christian, and especially the Wesleyan Methodist, history of nineteenth-century Oceania. Using his life as a case study, Helen Bethea Gardner examines the role of Christian missionaries in the Pacific Islands. Brown's career (1860-1908) spanned one of the most tumultuous political periods in the South Pacific, as one by one islands were colonised by imperial nations. He was one of the most politically engaged of all missionaries, encouraging colonial rule in the Pacific by America, Britain, Germany and, eventually, Australia and New Zealand. Originally from the north of England, he worked as a missionary in Samoa from 1860, moving to the Bismarck Archipelago (now Papua New Guinea) in 1875. From the 1880s until his retirement in 1907, he worked in Sydney as the general secretary of the Australasian Methodist Overseas Mission. Gathering for God examines Brown's missionary letters, journals and journalism, exploring how he attracted Pacific Islanders to Christian teachings, analysing his leadership during an armed attack on New Britain villages accused of cannibalism, and looking at his work in the new discipline of anthropology. He was a major collector of artefacts (his collection is now in the Osaka Museum) and photographer of Pacific peoples (his collection is in the Australian Museum).

Photography and christian mission: George Brown`s images of the New Britain mission 1875-80

In 1875, Methodist George Brown arrived in the Bismarck Archipelago to establish the New Britain Mission. Based in the Duke of York Islands, Brown's territory covered New Ireland and the Gazelle Peninsula of New Britain. The mission was one of the first to be photographed from its inception. The Australian Museum holds 96 plates from the first five years of the mission. Brown's photographs are a visual record of conditions and peoples of the time. Analysed in relation to Brown's writings they are indicative of the relationships and bonds established through photography both in the mission field and across wider scientific and church audiences. The methodology employed here also challenges the kinds of interpretations of photographs that can arise from visual analyses relying solely on the caption and the posing of the subject.

Sir George Simpson : 19th century fur trade governor and precursor of systematic management

Purpose – Sir George Simpson, the Governor of the Hudson's Bay Company (HBC) from 1821 to his death in 1860, was the subject of numerous biographical works that described various facets of the man including his managerial abilities, literary prowess, physical stamina, abundant energy, extensive art collection and ethnological specimens. Two related aspects of his outstanding management style have been overlooked: the genesis of his management style and where it can be placed in the evolution of management practices during the 19th century.

Design/methodology/approach – Primary data from the Hudson's Bay Company archives plus secondary sources.

Findings – Simpson's management abilities came from his grammar school education and his apprenticeship to a counting house. More importantly, it can be attributed to his association with his mentor Andrew Wedderburn, his dedication to the HBC, and his high level of physical and intellectual energy. His information intensive management style was also a significant precursor to systematic management, which occurred later in the 19th century.

Research limitations/implications – Future research should examine other examples of the evolution of management during the 19th century, particularly the transition from sub-unit accountability to systematic management.

Originality/value – The paper emphasizes the importance of managers in making management systems work.