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Learning Management System  (MS160402126)


MGMT730 - Knowledge Management

Course Announcement  Back

Course Outline
Dated:Apr 20, 21

Course Outline
Course Overview:
Industrial Economy is based on managing material resources, but today we live in a knowledge economy where the emphasis has shifted from
material to operant resources. To benefit from operant resources, organizations need to know how operant resources can be used dynamically to
enhance organizational performance. So this course is designed to enlighten the learners about the field of Knowledge Management (KM). Ground-
breaking is included to have a complete idea of how KM emerges and where it stands now. Although it is impossible to include all critical articles in
the course outline, but it will provide sufficient material to comprehend the basic ideas. 
 
Course Objectives:
· To provide exposure to theories underlying KM research.
· To understand the importance of operant resources and how one can manage these resources for collective benefits.
· To understand how organizations learn over time and integrate new knowledge within the system.
· To understand the importance of knowledge strategy in contemporary organizations for creating sustainable competitive advantage.
· To see the barriers and enablers of successful knowledge management system implementation. 
 

Learning Outcome:
· The learner will be able to comprehend ground-breaking work in this field.
· The learner will know how KM field is enriched by interacting with different areas like IT, strategy and sociology.
· The learner will know the impediments and enablers of KM.
· The learner will contribute to the field as he/she has sufficient knowledge of KM.
 
Exam Assessment:
Research articles are the primary source of learning and assessment. There are different articles in each module. To facilitate the learning process, I
have prepared the modules overview videos. These will also help the students in learning and assessment, but these videos cannot substitute the
articles’ reading. Students can also extend the learning by watching relevant video lectures and reading other material, but the focus is on the
research articles.

Course Modules*
Each module will have at least one interactive session with the teacher. Students are encouraged to attend interactive sessions. All modules can be
downloaded from the Downloads section of LMS. Please download ‘Modules.rar’.
Relevant
Module Study Objectives Contents Reading Materials Module Overview Video
Lectures
· Historical · What is knowledge · Anand, A., & Click on the following link:-
perspective of management, and Singh, M. D. https://youtu.be/ny78qImWLVY
knowledge why is it important? (2011).
 
management · How do we Understanding
· Importance of distinguish data, Knowledge
KM. information, and Management: a
knowledge? literature review.
· What are significant International
areas in knowledge Journal of
management? Engineering
  Science and
Technology,
3(2), 926-939.
1 1, 8, 9, 10, 11
 
· Baskerville, R., &
Dulipovici, A.
(2006). The
theoretical
foundations of
knowledge
management.
Knowledge
Management
Research &
Practice, 4(2),
83-105.

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Learning
· Management
Understanding System · Cabrera, E. F., & Click on the following link:- (MS160402126)
knowledge Cabrera, A.
  
management (2005).
process with Fostering https://youtu.be/z7QVgzoIVA4
particular knowledge
attention to sharing through  
knowledge people
creation. management
· Types of practices. The
knowledge. international
journal of
human
resource
management,
16(5), 720-735.

· Nonaka, 1. (1991).
The knowledge
· What are the
creating
significant types of
company.
knowledge and their
Harvard
characteristics?
Business Review
· What are the major
Nov-Dec: 96-
processes of KM?
104.
· How knowledge is
created, and what · Nonaka, I.
are its design (1994). A
implications? dynamic theory
· What is the method of
of knowledge organizational
23, 24, 25, knowledge

conversion from tacit
26, 27, 28, creation.
2 to explicit? 
37, 38, 39, Organization
· How is the concept
42 science, 5(1), 14-
of Ba useful in
knowledge 37.
generation? · Nonaka, I., &
· Discuss the debate Konno, N. (1998).
on knowledge The concept of
exploration and “Ba”: Building a
exploitation? How foundation for
can an organization knowledge
take benefit from creation.
both (exploration California
and exploitation) management
simultaneously? review, 40(3),
40-54.

· Nonaka, I., &

Toyama, R.
(2003). The
knowledge-
creating theory
revisited:
knowledge
creation as a
synthesizing
process.
Knowledge
management
research &
practice, 1(1), 2-
10.

Midterm Exam  

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Learning
· Management
Understanding System · Nahapiet, J., &  (MS160402126)
social capital Ghoshal, S. 
and intellectual (1998). Social
capital. capital,
· Measuring intellectual
intangible capital, and the
assets. organizational
advantage.
Academy of
Management.
The Academy of
· What is meant by an
Management
intangible resource?
Review, 23(2),
· How do we Click on the following link:-
242.
distinguish social
3 capital and 16, 17, 18, 19
  https://www.youtube.com/watch?
· Marr, B., &
intellectual capital?
Spender, J. C. v=bkQinQHmBu4
· How can we
(2004).
measure intangible
Measuring
assets?
knowledge
assets–
implications of
the knowledge
economy for
performance
measurement.
Measuring
business
excellence, 8(1),

18-27
· The strategic · How can resources · Barney, J. (1991). Click on the following link:- 
importance of play an essential role Firm resources
knowledge in creating sustained and sustained https://youtu.be/N4X10Ra-IKs
management. competitive 5, 6, 7, 20, competitive
4  
advantage? 21, 22 advantage.
  Journal of
management,
17(1), 99-120.
· Understanding · What is double-loop · Argyris, C. (1977) Click on the following link:-
organizational learning? ‘Double loop
learning. · Integrating learning in https://www.youtube.com/watch?
· Communities of organizational organizations’, v=_e5xpN1O9Y0
practice. learning and Harvard
organizational Business Review  
knowledge. Sep-Oct: 115-25.
· How to learn  
informally through · Chiva, R., &
communities of Allegre, J.
practice? (2005).
5 40, 41, 44
‘Organizational
Learning and
Organizational
Knowledge:
Towards the
Integration of
Two
Approaches’,
Management
Learning, 36/1:
49-68.

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Learning
· Management
Barriers and · What System
are the · Magnier- Click on the following link:- (MS160402126)
enablers of KM enablers of KM? Watanabe, R., 
· Cultural barriers for Benton, C., & https://www.youtube.com/watch?
KM. Senoo, D. (2011). v=esqsLmukGTw
A study of
knowledge  
management
enablers across
countries.
Knowledge
management
research &
29, 30,
6 practice, 9(1),
31, 36
17-28.
 
· De Long, D. W., &
Fahey, L. (2000).
Diagnosing
cultural barriers
to knowledge
management.
Academy of
Management
Perspectives,
14(4), 113-127.
· Future of KM · Themes of KM. · Lee, M. R., &  
· Future trends in KM. Chen, T. T.
(2012).
Revealing

research
themes and 
trends in
knowledge
management:
From 1995 to
2010.
Knowledge-
7 45 Based Systems,
28, 47-58.
 
· Fahey, L., &
Prusak, L. (1998).
The eleven
deadliest sins of
knowledge
management.
California
management
review, 40(3),
265-276.

Final Term Exam  

 

*) This is a tentative outline. Articles can be added/omitted as needed.

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