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Course Syllabus

Магистратура 2021/2022

Управление знаниями и инновациями в организации

Статус: Курс обязательный
Направление: 38.04.02. Менеджмент
Кто читает: Кафедра венчурного менеджмента (Нижний Новгород)
Где читается: Факультет менеджмента (Нижний Новгород)
Когда читается: 1-й курс, 3 модуль
Формат изучения: без онлайн-курса
Охват аудитории: для всех кампусов НИУ ВШЭ
Преподаватели: Назаров Михаил Геннадьевич, Платонова Юлия Андреевна
Прогр. обучения: Управление развитием компании и бизнес-аналитика
Язык: английский
Кредиты: 3
Контактные часы: 28

Course Syllabus

Full Syllabus

Abstract

Knowledge is one of the main assets of an innovative company since the Internet has become the provider of constantly updated information. Corporate memory is not as stable as before because of employee turnover, companies competing for new ideas, and a knowledgeable workforce. As a result of taking this course, learners are going to know: - what is knowledge as a management object, - how knowledge management enhances the innovative potential of an organization, what is a learning organization and its competitive advantages, - what is a knowledge management system and how it works, - what is personal knowledge management and how it influences a company’s innovative activities. During the course, learners are going to be able to – apply basic knowledge auditing and mapping instruments, - prepare interview questions for eliciting an experts’ knowledge, - analyze the quality of a knowledge repository, - define barriers hindering knowledge sharing, - prepare a plan of for developing the personal knowledge management skills of employees. For the sake of learning the knowledge management subject, learners will be equipped with the instruments to monitor and share their knowledge, such as anonymous testing services and asynchronous discussion threads.
Learning Objectives

Learning Objectives

  • The course is aimed at making learners familiar with contemporary theories of knowledge management and making them able to apply basic knowledge management instruments such as knowledge auditing, knowledge mapping, storing and sharing.
Expected Learning Outcomes

Expected Learning Outcomes

  • The learner compares different types of learning in an organization
  • The learner demonstrates an application of at least one knowledge storage instrument
  • The learner develops a knowledge map in accordance with his/her goal
  • The learner elicits barriers of knowledge sharing and dissemination (in an organization or a team)
  • The learner explains the difference between data, information, and knowledge
  • The learner explains the purpose of the procedures for storing knowledge within an organization.
  • The learner explains the reasons for knowledge auditing in the context of a company’s strategy
  • The learner explains the role of knowledge culture for effective knowledge dissemination
  • The learner gives reasons for the knowledge management instruments he/she applies in accordance with his/her goal
Course Contents

Course Contents

  • Knowledge as a factor of organizational development and a management object
  • Subjects and processes of knowledge management within an organization
  • Knowledge audit and mapping.
  • Knowledge storing within an organization. Knowledge repository.
  • Knowledge dissemination within an organization
  • Learning and development in the framework of knowledge management
  • Personal knowledge management
Assessment Elements

Assessment Elements

  • non-blocking Test assignment
  • non-blocking Participation in disscusion threads on MS Teams
  • non-blocking Individual practical assignment
  • non-blocking Knowledge management project
Interim Assessment

Interim Assessment

  • 2021/2022 3rd module
    0.25 * Individual practical assignment + 0.25 * Participation in disscusion threads on MS Teams + 0.25 * Knowledge management project + 0.25 * Test assignment
Bibliography

Bibliography

Recommended Core Bibliography

  • Caruso, S. J. (2017). A Foundation for Understanding Knowledge Sharing: Organizational Culture, Informal Workplace Learning, Performance Support, and Knowledge Management. Contemporary Issues in Education Research, 10(1), 45–52. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=eric&AN=EJ1126832
  • Graham, T. (2019). Knowledge Management: Progress, Trends and Challenges. Nova.
  • Liudmila V. Kashirskaya, Alexey A. Sitnov, Dilmurod Аsh. Davlatzoda, & Tatiana M. Vorozheykina. (2020). Knowledge audit as a key tool for business research in the information society. Entrepreneurship and Sustainability Issues, 3, 2299.
  • Nigel Paine. (2021). Workplace Learning : How to Build a Culture of Continuous Employee Development: Vol. Second edition. Kogan Page.
  • Nobre, Â. (2018). From Organisational Knowledge Management to Personal Knowledge Management - Reflecting and Researching Ongoing Management Practice: exploring the way we think through semiotics – how signification processes determine action patterns.
  • Onwujekwe, G., Osei-Bryson, K.-M., & Ngwum, N. (2020). A Framework for Capturing and Analyzing Unstructured and Semi-structured Data for a Knowledge Management System.
  • Rezvan Hosseingholizadeh, Atefeh Sharif, & Masoumeh Kouhsari. (2018). PKM Tools for Developing Personal Knowledge Management Skills among University Students. International Journal of Information Science and Management, 16(1).
  • Riccardo Valente. (2021). Knowledge-based Economy: Wealth Owners Portfolio Choices and Financialisation. A Wealth Supply Analysis. Nierówności Społeczne a Wzrost Gospodarczy, 12(67), 110–126. https://doi.org/10.15584/nsawg.2021.3.9

Recommended Additional Bibliography

  • ALOMARI, I. A., AMIR, A. M., MD AUZAIR, S., & AZIZ, K. A. (2021). The Roles of Enterprise Resource Planning and Management Control on Knowledge Sharing. Asian Journal of Accounting & Governance, 16, 77–92. https://doi.org/10.17576/AJAG-2021-16-06
  • Anne Sigismund Huff, & Mark Jenkins. (2002). Mapping Strategic Knowledge. SAGE Publications Ltd.
  • Burnett, S., Williams, D., & Illingworth, L. (2013). Reconsidering the Knowledge Audit Process: Methodological Revisions in Practice. Knowledge & Process Management, 20(3), 141–153. https://doi.org/10.1002/kpm.1414
  • Dingsøyr, T. (2019). Knowledge Management in Medium-Sized Software Consulting Companies: An investigation of Intranet-based Knowledge Management Tools for Knowledge Cartography and Knowledge Repositories for Learning Software Organisations.
  • Franz Barachini, Christian Stary, & Suliman Hawamdeh. (2007). Knowledge Management: Innovation, Technology And Cultures - Proceedings Of The 2007 International Conference. World Scientific.
  • Franz Barachini, Kimberly Stauss, & Suliman Hawamdeh. (2008). Knowledge Management: Competencies And Professionalism - Proceedings Of The 2008 International Conference. World Scientific.
  • Harris, P. R. (2005). Managing the Knowledge Culture : A Guide for Human Resource Professionals and Managers on the 21st Century Workplace. HRD Press.
  • Krusi, M., & Whitty, S. J. (2019). The Practitioner’s Tapestry: Revealing the epistemological diversity to project management knowledge. Journal of Modern Project Management, 7(3), 196–226. https://doi.org/10.19255/JMPM02010