Refer to Discussion Forum, Facilitator Introduction and Expectations
MSCI 630 - Knowledge Management
This course presents detailed insights into knowledge management by focusing on concepts, theories and technologies that provide the foundation for knowledge management and on information technology as an important catalyst.
MSCC 610, MSCI 600, MSCI 610, MSCI 680, and MSCI 685.
This course integrates theory, research, and practice to convey how organizations can effectively capture, share, discover, and maintain organizational knowledge. This organizational knowledge becomes an organization’s memory and may be used to support organizational strategy and enhance bottom-line success. You will learn how organizational knowledge may be stored in repositories and distributed via training programs, automated knowledge-based systems, and expert networks. Knowledge can be leveraged even further by data mining and using expert systems. You will learn about current and emerging technologies in knowledge management and strategies that support continuous organizational improvement. Through a case study analysis, you will look at a Knowledge Management System (KMS) used within a large multinational corporation and offer your recommendations. At the conclusion of the course you should be able to identify the main drivers of knowledge management, discuss the fundamental processes of knowledge management and the stages of knowledge management implementation, recommend appropriate technologies, and participate in knowledge management projects at work.
Upon completion of this course, learners should be able to:
Dalkir, K. (2011). Knowledge management in theory and practice (2nd ed.). MIT Press: Cambridge, MA. ISBN: 978-0262015080
The required case study materials are available online at Harvard Business School Publishing (HBSP) for download, and each costs between $4 and $7. For easy access, select the HBSP coursepack link: https://cb.hbsp.harvard.edu/cbmp/access/25588481 to purchase online.
Note: You will need to create a free account to access the required case studies. Also, a free HBSP app is available for iPad or Android tablets: http://hbsp.harvard.edu/list/tablets.
The coursepack contains the following Global Knowledge Management at Danone (A), (B), and (C) case study materials:
Edmondson, A., Moingeon, B., Dessain, V., & Jensen, A. D. (Rev. September 6, 2011). Global knowledge management at Danone (A). Harvard Business School: Product number 608107-PDF-ENG (22 pages). Original publish date, December 11, 2007.
Edmondson, A., Moingeon, Dittrich, R., & Beyersdorfer, D. (May 27, 2011). Global Knowledge management at Danone (B). Harvard Business School: Product number: 611079- PDF-ENG (7 pages).
Edmondson, A., Moingeon, Dittrich, R., & Beyersdorfer, D. (May 27, 2011). Global Knowledge management at Danone (C). Harvard Business School: Product number: 611080- PDF-ENG (3 pages).
Becker, F. (2007). Organizational ecology and knowledge networks. California Management Review, 49(2), 1–20. This article examines the role the physical environment plays in creating barriers and opportunities to the flow of information and knowledge in workplaces. It introduces the concept of “organizational ecology” as the complex web of interdependent social and organizational factors that influence communication, interaction, and learning in the workplace.
Davenport, T. H., & Glaser, J. (2002). Just-in-time delivery comes to knowledge management. Harvard business review, 80(7), 107–11, 126. Although companies customarily establish knowledge networks and communities of practice, build knowledge repositories, and attempt to motivate people to share knowledge, this article suggests that companies should incorporate specialized knowledge into the jobs of highly skilled workers.
Evans, N & McKinley M. (2011). Ethical Paradoxes in Knowledge Management. Vie & Sciences Economiques / La revue de l'Economie et del'Entreprise. Sep2011, Issue 188, p57-71. 16p. Abstract (English). Knowledge management creates opportunities to achieve competitive advantage, compile expert know-how, and respond rapidly to fluctuations in the business environment. These opportunities create a need to respect privacy and intellectual property, to guard against data theft, and to stay within the laws.
Gopal, C. R., & Joy, P. (2011). Creation of knowledge management system. Advances In Management, 4(11), 7–15. This article contends that Knowledge Management Systems should be structured to meet the knowledge requirements of a company.
Hansen, M., Nohria, N., & Tierney, T. (1999). What’s your strategy for managing knowledge. Harvard Business Review, 77(2), 106–116. In companies that sell relatively standardized products, knowledge is carefully codified and stored in databases and can be accessed and used by anyone in the organization (codification strategy). In companies that provide highly customized solutions to unique problems, knowledge is shared mainly through person-to-person contacts (personalization strategy). This article explains these strategies.
Nonaka, I & Takeuchi, H. (2007). The knowledge-creating company. Harvard Business Review on Knowledge Management, 85(7/8), 162–171. Western managers define knowledge too narrowly and see knowledge only as quantifiable data. The authors contend that companies that want to compete on the knowledge playing field can learn from Japanese techniques of knowledge creation. The authors use examples from highly successful Japanese companies such as Honda, Canon, NEC, and Sharp.
Pascale, R.T. & Sternin, J. (2005). Your Company's Secret Change Agents. Harvard Business Review, 83(?) 72-81. Roots of change and problem solving are already within the business in form of a fewemployees who have found their own solutions to problems. The article provides sixstep guide to identifying and implementing change that is already organic to the organization.
Perrott, B. E. (2007). A strategic risk approach to knowledge management. Business Horizons, 50(6), 523–533. This article examines knowledge management literature and reviews the experience of a leading private healthcare group to understand the issues that confront effective knowledge management in contemporary organizations. A tentative knowledge process model is developed by the author.
Soo, C., & Deering, A. (2002). Knowledge management: philosophy, processes, and pitfalls. California Management Review, 44(4), 129–150.Based on a survey of 317 firms and in-depth cases on six firms, this article examines how successful firms acquire and absorb information and know-how. It demonstrates how rather than managing knowledge, firms should measure the innovative outputs of there knowledge management strategies and practices.
Liao, S. (2003). Knowledge management technologies and applications—literature review from 1995 to 2002. Expert Systems with Applications, 25(2), 155–164. Literature review of the history of knowledge management.
http://kmworld.com/ KMWorld is the leading publisher, conference organizer, and information provider serving the knowledge management, content management, and document management markets.
http://www.apqc.org/ APQC (American Productivity & Quality Center) is a member-based nonprofit and one of the world’s leading proponents of business benchmarking, best practices, and knowledge management research.
Online Format: Sign on to WorldClass (D2L) and become familiar with the course navigation.
Classroom-based Format: This assignment is due the first night of class.
Classroom-based Format: This assignment is due the first night of class.
Online Format: The instructor will specify the due date for this assignment.
Week | Readings | Graded Assignments or Assessments (Percentage) |
---|---|---|
1: Knowledge Management Cycle | Dalkir, K. (2011). Chapters 1, 2 Soo, C., & Deering, A(2002). Case Study: Global Knowledge Management at Danone (A) From the Expert: What is Knowledge Management | Introductions – initial response required by Wednesday of Week 1 Discussions Questions Case Study (Group) – Getting Started Annotated Bibliography – Getting Started |
2: Knowledge Capture and Codification | Dalkir, K. (2011). Chapter 4 From the Expert: Organizational Stories | Discussions Questions; Organizational Story & Discussion; Group’s Discussion: Case Study A; Knowledge Map and Narrative; Annotated Bibliography – Entries. |
3: Knowledge Sharing | Dalkir, K. (2011). Chapter 5 Davenport, T. H., & Glaser, J. (2002) From the Expert: Connect, Contribute, Cultivate | Discussions Questions Group Case Study (A) Due Annotated Bibliography entries |
4: Knowledge Application | Dalkir, K. (2011). Chapter 6 Becker, F. (2007). Case Study: Global Knowledge Management at Danone (B) From the Expert: Knowledge Systems | Discussions Questions Group’s Discussion: Case Study B Individual Case Study Analysis Report – Getting Started Annotated Bibliography entries |
5: Knowledge Discovery | Dalkir, K. (2011). Chapter 8 Gopal, C. R., & Joy, P. (2011). From the Expert: Data Mining | Discussion Questions Group Case Study (B) Due Wikipedia Research Annotated Bibliography entries |
6: Organizational Culture, Learning, and Memory | Dalkir, K. (2011). Chapters 7, 11 Nonaka, I & Takeuchi, H. (2007), Pascale, R. T. & Sternin, J. (2005), Case Study: Global Knowledge Management at Danone (C) From the Expert: Importance of Learning in Organizations | Discussion Questions Wikipedia Discussion Group Discussion: Case Study (C) Group Case Study (C) Due Group Evaluation Form Due Annotated Bibliography entries |
7: Knowledge Management Strategy and Return on Investment (ROI) | Dalkir, K. (2011). Chapters 9, 10, 12 Hansen, M., Nohria, N., & Tierney, T. (1999) Perrott, B. E. (2007). From the Expert: SystemsThinking | Discussion Questions Individual Case Analysis Due Annotated Bibliography entries |
8: Future of Knowledge Management | Dalkir, K. (2011). Chapter 13 Evans, N & McKinley M. (2011). From the Expert: Gamification and Web 3.0 | Discussion Questions Annotated Bibliography due Course Evaluation |
TOTAL: |
Assignments | Weighted Percentage |
---|---|
Discussion Questions/Class Participation | 25% |
Organizational Story & Discussion | 5% |
Knowledge Map and Narrative | 5% |
Wikipedia Research & Discussion | 5% |
Group Case Study (A, B, C), and Group Member Evaluation Form | 30% |
Individual Case Study Analysis Report | 20% |
Annotated Bibliography | 10% |
TOTAL | 100 % |
Review the CCIS Policies on the Regis University website.
NOTE TO LEARNERS: On occasion, the course facilitator may, at his or her discretion, alter the Learning Activities shown in this Syllabus. The alteration of Learning Activities may not, in any way, change the Learner Outcomes or the grading scale for this course as contained in this syllabus. Examples of circumstances that could justify alterations in Learning Activities could include number of learners in the course; compelling current events; special facilitator experience or expertise; or unanticipated disruptions to class session schedule.