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The course has been designed keeping in mind the changing scenario of business models. The course talks about how knowledge management (KM henceforth) has evolved into ‘a must’ for any and all organizations. Starting from a road side retail shop to multinationals, KM has become the de facto tool for sustainable growth. Today KM has become an integral part of all businesses and has become more scientific and systematic in its design and implementation. This course would bring those aspects to the students.

Who should attend: - Those who have a flair for strategic management would benefit the most. The course would be useful who aspire to be business analysts and consultants.

Different KM models
How KM and strategy are integrated to derive maximum business objectives
Approaches for KM
Tools used during KM design and implementation

Dalkir, K, “Knowledge management in theory and practice”, Elsevier, New Delhi, 2008

Rajeev K et. Al.2009. “Knowledge Management Primer”. Routledge (Taylor and Francis Group).

Nonaka, I.; Takecuchi, H. (1995): The Knowledge-creating Company. New York: Oxford University Press.

Krogh, G.V.; Ichijo, K.; Nonaka, I. (2000): Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge an Release the Power of Innovation. Oxford: Oxford University Press.

Davenport, T.; Prusak, L. (1998): Working Knowledge: How Organizations Manage what they know. Boston: Harvard Business School Press.

Basu, Bhaskar. “Organizational Learning: Perspectives and Practices” ed./ Icfai University Press, Hyderabad, 2006.

Session	MODULE	MODULE	Remarks
	NAME	CONTENTS
1-2	Introduction to KM	Factors influencing Organizational KM; Defining and Characterizing Knowledge-Intensive firms; Value of KM in firms	Davenport, T.H. & Prusak, L. (2000). “What do we talk about when we talk about knowledge?” Chapter 1: Working Knowledge. Boston: Harvard Business School Press.
3-4	KM Models	Major KM Models: Knowledge Classification; SECI and Knowledge Conversion	Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization science, 5(1), 14-37.
5-6	ICT and KM Process	Role of ICT and COPs in KM Processes	HBP Case: Global KM at Danone (A)
7-8	KM and Organizational Learning	Organizational Learning & The Learning Organization	HBP Case: Coinman Consultants LLP-Adopting a technology-based learning culture
9-10	Challenges in Knowledge Management	Obstacles to KM, Hidden knowledge in organizations	Video: The ambidextrous Organization
		* Organizational & Social Capital	Case Study on BP (from ISB)
11-12	Knowledge		Case Study – Infosys
	Application	* KA at individual Level	J P Morgan Chase
		* KA at group & organizational level
13 – 14	Role of organization		Discussion
	Culture in KM	* Culture at foundation of KM
		* Cultural Transformation
		* Organizational Maturity Model
15 – 16	AI as KM Tools	*Role of AI in KM KM Capture tools	Case Study – Toyota (from ISB)
		* KM Sharing tools
17 - 18	KM Metrics	* KM Audit	Discussion
		* KM Metrics definition
19 - 20	KM Implementation	* KM roles & responsibilities	- FAO The elephant dances - Arvind Mills: ERP implementation - ITS Where did he go wrong - case study

End term – 40%

Major Assignment/Project – 30%

Class Participation – 10%

Term Paper-20%

All decisions related to integrity issues will be decided as per the manual of policy.

Created By: Alora Kar on 11/17/2018 at 09:23 AM
Category: MBA(Exe.)2018-19 T-IV Doctype: Document