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KMSD-H17
MBA (HRM) 2016-18 : Term-VI

Knowledge Management Strategy and Design
(Cap: 30 Students, on first-come-first-serve basis)

COURSE OUTLINE


Credits1.5
Faculty NameBhaskar Basu (1.0) with Practitioner (0.5)
ProgramMBA (HRM-II) 2017-19
Academic Year and Term2018-19, Term-VI

1. Course Description:

The course covers the latest theory and practice of Knowledge Management (KM), with an integrated interdisciplinary presentation that makes sense of the confusingly wide variety of technological and business KM perspectives arising simultaneously from artificial intelligence, information systems, and organizational behavior. An attempt is made to cover the "soft" management needs and challenges in leveraging knowledge effectively within an organization. The objective of this course is to offer a solid foundation covering the major problems, challenges, concepts, and techniques dealing with the organization and management of knowledge with the help of case studies, problem solving tools and assignments.

2. Student Learning Outcomes:

· Understand the fundamental concepts in the study of knowledge and its creation, representation, dissemination, use and re-use, and management.
· Appreciate the strategic role and use of knowledge in organizations and institutions, and the typical dilemmas and challenges confronting managers.
· Recognize “Learning” as the only sustainable, competitive advantage for organizations in the years to come 3. Readings: · Knowledge Management in Organizations by Donald Hislop; 3rd Edition, OXFORD Publications
· Elias M. Awad, Hassan M. Ghaziri (2004). Knowledge Management. Prentice Hall.
· Ian Watson (2002). Applying Knowledge Management: Techniques for Building Corporate Memories. Morgan Kaufmann.
· Madanmohan Rao (2004). Knowledge Management Tools and Techniques: Practitioners and Experts Evaluate KM Solutions. Butterworth-Heinemann.
· Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1), 14-37.
· Yahya, S., & Goh, W. K. (2002). Managing human resources toward achieving knowledge management. Journal of Knowledge Management, 6(5), 457-468.
· O'Reilly, C.H. III & Tushman, M.L., (2004). The ambidextrous organization, Harvard Business Review, 82(4), 74-81.
· Connelly, C. E., Zweig, D., Webster, J., & Trougakos, J. P. (2012). Knowledge hiding in organizations. Journal of Organizational Behavior, 33(1), 64-88.
· Amrit Tiwana (2002). The Knowledge Management Toolkit: Orchestrating IT, Strategy, and Knowledge Platforms (2nd Edition). Prentice Hall.
· Peter F. Drucker, David Garvin, Leonard Dorothy, Straus Susan, John Seely Brown (1998). Harvard Business Review on Knowledge Management. Harvard Business School Press.
· Thomas H. Davenport, Laurence Prusak (2000). Working Knowledge. Harvard Business School Press. 4. Tentative Sessions:

Session
TopicDeliverable
BHB
Introduction to KM: Factors influencing Organizational KM; KM FrameworksHandout
BHB
Contrarian View of KM

Two reasons why knowledge management fails
https://www.youtube.com/watch?v=pF9M5ezkxQs&index=40&list=PL_DFQIGcZgYErxRe0KnRj2GYqstrbwM_d		Video case
BHB
Knowledge Creation in Organizations: SECI and Knowledge Conversion; Knowledge Processes in FirmsHBP video case: Knowledge Management at JPL
KK
Knowledge Management in Not for Profit Sector/ Social Enterprise Live case study
BHB
Knowledge Management and Organizational Learning

The Importance of Learning in Organizations
https://www.youtube.com/watch?v=lUP4WcfNyAA		HBP case: McKinsey & Co.- Managing Knowledge and Learning
KK
Open source systems as KM tool in CSRCase Study – Public Health System in India
BHB/KK
ICT and KM: Collaboration, Social networks and COPsHBP Simulation case: Organizational Behavior Simulation: Leveraging Networks
5. Evaluation:

· Journal Article critique : 20%
· End Term : 30%
· In-class group case analysis : 20%
· Assignment(s) : 20%
· Class Participation : 10%


6. Academic Integrity: Broad Course Guidelines
Your attitude towards the course material will influence your learning and performance. The skills you will acquire in this course will be very useful, irrespective of your future roles in any business. You are responsible for all of the materials covered in class and in the textbook, even if you were absent for the classroom session. You are free to meet your instructor in connection with homework assignments and to clarify any concepts from the lecture, with appointment. All homework/group assignment topics will be intimated in class or by email or uploaded on the Course Web/AIS. No retests will be taken and assignment submissions will not be accepted after due date/time.

Course Conduct
You will not indulge in any disruptive activities during the class lecture and discussions/presentations. If the instructor discovers any such activity, you will be adequately penalized. Students not attending classes should ensure responsibility for the class coverage and announcements. Mobile phones are not allowed inside the class room. Laptops may be brought to the class when instructed to do so (for the specific class/es). Adopting unfair means or mal-practice/s, or plagiarism in any form will make you eligible to get an F grade in the entire course.

Class Participation
Class participation is an important component for the class to be engaging and meaningful. Obviously, you must attend classes in order to participate. You should provide meaningful contribution to the class through comments and discussion during case study discussions throughout the course. Attendance will also be used to decide on the marks for your class participation component.

Note: Case handouts will be given to all the students separately at the beginning of the session. Your instructor reserves the right to alter any of the above. All change/s will be announced in class, via e-mail, or will be updated on the course AIS. Additional reading material will be uploaded on AIS or sent via group mail, if required.
Created By: Bijoy Kar on 03/31/2017 at 02:13 PM
Category: Course Outlines-HRM-II Doctype: Document

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