Managment of knowledge 2600-MSMdz2zitZW
1. 1. Knowledge and learning in organizations, types of knowledge: knowledge as resource, constraint and product (Tuomi), practical intelligence (Sternberg) and tacit knowledge (Polanyi), knowledge, competences, intangible resources,• intellectual capital (Edvinsson and Malone), knowledge creation, Research & Development, innovations,• single and double loop learning (Argyris and Schön), organizational learning as "Fifth Discipline" (Senge)
2. 2. Knowledge as resource; key knowledge management processes (Probst, Rauch, Romhardt); codification strategy and its limitations,
3. 3.Importance of employee attitudes in knowledge management (organizational commitment, Meyer and Allen), personalization strategy - importance of socialization, mentoring and teamwork, boundary spanning individuals and theory of weak ties (Granovetter),
4. 3. Knowledge as limitation. decision errors (Tversky and Kahneman); dominant managerial logic (Prahalad, Bettis); sources of business failure and learning from mistakes (Finkelstein); key competences (Hamel, Prahalad); key rigidities (Leonard-Barton); political games (Mintzberg), organizational myths (Kostera, Klincewicz)
5. 4. Systemic dynamic; systemic thinking in moderm organizations (Lorenz, Forrester, Senge); “The fifth discipline” and systemic archetypes; diagnostic techniques of organizational problems, modelling organizational systemic relations (Vensim software)
6. 5. Neo-institutionalism and organizational isomorphism (DiMaggio, Powell); consulting and fashion companies in management (Abrahamson, Kieser, Klincewicz); organizational facades (Nystrom, Starbuck); declared theories and theories manifested in Action (Argyris, Schön)
7. 6. Knowledge as a product; Valuation of intellectual capital (Edvinsson and Malone, Kaplan and Norton), benefits and limitations of Information; Technology for knowledge management initiatives; Products based on knowledge.
Type of course
Mode
Course coordinators
Assessment criteria
- consulting projects (65% of the final grade) - solutions to case studies, prepared in groups of 3 to 5 students, representing fictional 'consulting firms'. The case studies contain 'requests for proposals' (case materials and requirement definitions). The solutions should be handed over at defined, impassable deadlines, indicated during classes and announced on the course website. The projects cannot be submitted later – in such cases, students fail the course and can retake it by taking a written test.
- short case studies, group assignments (35% of the final grade).
Bibliography
Obligatory literature:
• Senge, Peter M. (1998), Piąta Dyscyplina. Teoria i praktyka organizacji uczących się, Dom Wydawniczy ABC, Warszawa (dostępne także wydanie II: Senge (2003), ~, Oficyna Ekonomiczna. Kraków
• Handouts including presentations, articles and case studies published on the course website.
Suplementary literature:
• Bogdanienko, Jerzy (2012), Wiedza i innowacje w firmie, Wydawnictwo AON, Warszawa.
• Edvinsson, Lei i Malone, Michael S. (2001), Kapitał intelektualny, PWN, Warszawa.
• Hamel, Gary i Prahalad, C.K. (1996),Competing for the future, Business Press, Harvard
• Jasiński, Andrzej H. (2006), Innowacje i transfer techniki w procesie transformacji, Difin, Warszawa.
• Matusiak, Krzysztof B. (red.) (2005), Innowacje i transfer technologii. Słownik pojęć, Polska Agencja Rozwoju Przedsiębiorczości, Warszawa, http://pliki.parp.gov.pl/wydaw/inn_transfer_tech/inn_transfer_tech.pdf
• Nonaka, Ikujiro i Takeuchi, Hirotaka (2000), Kreowanie wiedzy w organizacji, Poltext, Warszawa.
• Probst, Gilbert, Raub, Steffen i Romhardt, Kai (2002), Zarządzanie wiedzą w organizacji, Oficyna Ekonomiczna, Kraków.
• Tyszka, Tadeusz (2000), Psychologiczne pułapki oceniania i podejmowania decyzji, Gdańskie Wydawnictwo Psychologiczne, Gdańsk.
Additional information
Additional information (registration calendar, class conductors, localization and schedules of classes), might be available in the USOSweb system: