Knowledge Management Strategy
- Upon the successful completion of the course the students acquire deeper understanding of knowledge phenomenon; develop their analytical skills for diagnostic of organization intellectual ability as well as managerial skills for knowledge based strategy implementation.
- Specify pivotal role of knowledge in new economy.
- Recognize ambiguous nature of knowledge and specify polarity strategies.
- Identify what knowledge is critical for the success of a particular company and identify managerial implications of its attributes.
- Identify key knowledge-related processes in a particular company and diagnose potential barriers to their efficient flow.
- Diagnose the fit between current organizational strategy and knowledge management initiatives and develop proposals on how to improve this fit.
- Knowledge: taxonomies, basic features, management issuesThe role of knowledge in organizations and society, KEI (Knowledge Economy Index), GCI (Global Competitiveness Index), basic definitions: data, information, knowledge and wisdom; tacit and explicit knowledge; personal and organizational, internal and external knowledge; the rise of knowledge management; knowledge management and other disciplines.
- Knowledge based theory of the firm: theoretical backgroundTheory of firm (Penrose), resource based approach, knowledge based view, specific features of competitive resource: valuable, rare, inimitable, non-transferable (VRIN), dynamic capabilities, concept of learning organization, core knowledge, knowledge gap, knowledge based strategy.
- Knowledge creating companyExplicit and tacit knowledge, knowledge creation, socialization-externalization-combination-internalization model, barriers of knowledge sharing.
- Knowledge management strategyAmbiguity of knowledge, polarity management, knowledge management strategy, codification vs personalization, communities of practice, fit between organizational and knowledge management strategies.
- Knowledge management processes: primary and secondary activitiesKnowledge Chain Model, primary activities: acquisition, internalization, generation, externalization; secondary activities: control, measurement, leadership, culture, the role of leadership in knowledge management, intrinsic motivation, entrepreneurship ability, sustainable innovation through knowledge management.
- Interim assessment (4 module)0.3 * Essay + 0.4 * Exam + 0.15 * Self-study work + 0.15 * Seminar work
- Creating Value with Knowledge : Insights from the IBM Institute for Business Value. (2004). New York: Oxford University Press. https://doi.org/10.1093/0195165128.001.0001
- Argote, L. (2012). Organizational Learning : Creating, Retaining and Transferring Knowledge. Heidelberg: Springer. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=528244