Term - V, 2009 - 11 batch, PGDM and RM
Knowledge Management in Knowledge Economy
Prof. Sanjay Mohapatra
email: sanjaym@ximb.ac.in
extn. 781
KNOWLEDGE MANAGMEMENT IN KNOWLEDGE ECONOMY
Sanjay Mohapatra, Ex. 781, Mobile – 94370 00659
Contact Hours:
On phone - 7.45 AM till 11.45 PM; in person – 9.45 AM till 1.40 PM and 3.00 PM till 5.00PM
Sanjay Mohapatra, Ex. 781, Mobile – 94370 00659
Contact Hours:
On phone - 7.45 AM till 11.45 PM; in person – 9.45 AM till 1.40 PM and 3.00 PM till 5.00PM
Course Objective
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 kirana 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.
At the end of the course, the students would know:
§ Different KM models
§ How KM and strategy are integrated to derive maximum business objectives
§ Approaches for KM
§ Tools used during KM design and implementation
Who should attend :
Those who have flair for strategic management integrated with technology should attend this course. The course would be useful who aspire to be business analysts and consultants.
| Session |
| MODULE | Remarks |
 | NAME | CONTENTS | |
| | | |
| 1. | Introduction to | * What is KM | |
| KM Ch 1 | * History of KM | Case Study HP |
| | * Why is KM Important | |
| | | |
| 2. | KM Cycle | * Major KM Cycles | Case Study in Healthcare – www.wsib.on.ca |
|
| * Integrated KM Cycle | |
| | * Strategic Implication of | |
| | KM Cycle | |
| | | |
| 3. | KM Models | * Major KM Model | Case Study Monsanto |
| Ch 3 | * Strategic Implication | |
| | of KM Cycle | |
| | * Tacit Knowledge Capture | |
| | * Explicit Knowledge Capture | |
| | | |
| 4. | KM in Communities | * Social nature of KM | Case Study – Flickr case study |
| Ch 5 | * Obstacles to KM | |
| | * Organizational & Social Capital | |
| | | |
| 5. | Knowledge | | Case Study |
| Application | * KA at individual Level | J P Morgan Chase |
|
| * KA at group & organizational level | |
| | | |
| 6. | Role of organization | | Discussion |
| Culture in KM | * Culture at foundation of KM | |
|
| * Cultural Transformation | |
| | * Organizational Maturity Model | |
| | | |
| 7. | KM Tools | * KM Capture tools | Case Study - Infosys |
| Ch 8 | * KM Sharing tools | |
| | | |
| 8. | KM Metrics | * KM Audit | Discussion |
|
| * KM Metrics definition | |
| | | |
| 9. | KM Team | * KM roles & responsibilities | Discussion |
| Ch 10 | * KM Ethics | |
| | | |
| | | |
| | | |
| 10. | Future of KM | * Political Issues | |
| Ch 11 | * Future Challenges | |
| | * Research issues | |
Pedagogy
1. Quizzes – 2 quiz after 4th and 8th class – 10%.
2. Class Participation/presentation – 10%
3. End term – 30%
Book
Dalkir, K, “Knowledge management in theory and practice”, Elsevier, New Delhi, 2008
Rajeev K et. Al.2009. “Knowledge Management Primer”. Routledge (Tayloer and Francis Group).
The course materials will be given to the class well in advance and there will be no discussion on the course materials in the class. Each class will have case study and the students are expected to read the course materials and apply the concepts to the case being discussed.