シラバス Syllabus

授業名 Managing Knowledge in Organizations
Course Title Managing Knowledge in Organizations
担当教員 Instructor Name Kuok Kei Law
科目ナンバリングコード Course Numbering Code
授業形態 Class Type 講義 Regular course
授業形式 Class Format On Campus
単位 Credits 2
言語 Language EN
科目区分 Course Category 発展科目300系 / Advanced & Specialized
学位 Degree Exed
開講情報 Terms / Location 2026 GSM Nagoya Fall
コード Course Code CLD202_G26N
メジャー Major

授業の概要　Course Overview

Mission Statementとの関係性 / Connection to our Mission Statement

This course supports NUCB’s mission by developing innovative and ethical leaders who can manage knowledge strategically in complex, technology-driven environments. Through practice-oriented case discussions, students cultivate a Frontier Spirit: learning to navigate digital transformation, AI, and global knowledge governance while balancing innovation with responsibility. By engaging with international cases and cross-border challenges, the course equips students to bridge emerging Asia and the wider world, contributing to business advancement and societal impact.

授業の目的（意義） / Importance of this course

In knowledge-intensive organizations, advantage depends less on what individuals know than on what the organization can do with it: share it, keep it when people leave, move it across units, bring it in from outside, protect it from imitation and, increasingly, work with AI systems that learn from it. Yet knowledge is social, political and difficult to codify. Technology alone rarely solves knowledge problems; leadership judgment does.

This course follows the life of organizational knowledge:
• Strategize and share: what knowledge creates value, and how people actually share it
• Retain and transfer: keeping expertise as people leave, and moving practices across units
• Absorb and protect: bringing outside knowledge in, and keeping critical knowledge from leaking out
• Package and value: turning what you know into something others can use, in a world where AI can codify much of it

Each case session revolves around a decision point faced by a real executive. The goal is not to describe what happened, but to determine what should be done.

The course culminates in a knowledge product day. Each participant packages their own know-how into a product for a buyer drawn from a new case, and classmates "buy" the products in an anonymous market. Participants find out first-hand how hard it is to put what they know on a page, what gets lost, and what others will actually value.

学修到達目標 / Achievement Goal


1. Develop the ability to diagnose organizational knowledge challenges using rigorous conceptual frameworks rather than technology-centric assumptions.
2. Strengthen the ability to design and justify managerial interventions that align knowledge systems, incentives, culture, technology (including AI) and strategy.
3. Build the capability to capture and communicate one's own tacit know-how in a form that others can use and value.
4. Develop a personal leadership philosophy for fostering learning, knowledge sharing and responsible knowledge governance.

本授業の該当ラーニングゴール　Learning Goals

*本学の教育ミッションを具現化する形で設定されています。

LG1 Critical Thinking
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication

受講後得られる具体的スキルや知識　Learning Outcomes


Upon successful completion, participants will be able to:
1. Identify structural, cultural, technological and strategic misalignments that affect how knowledge is created, shared, retained, transferred and protected, using established knowledge management frameworks.
2. Develop coherent, action-oriented recommendations that balance key trade-offs: codification vs. personalization, openness vs. control, reuse vs. reinvention, sharing vs. protection, and human vs. machine judgment.
3. Package tacit know-how into a usable knowledge product for a defined buyer, and judge what makes such knowledge valuable rather than a commodity.
4. Articulate how leaders shape learning cultures, communities and the strategic positioning of knowledge, while reflecting on their own leadership approach.

SDGsとの関連性　Relevance to Sustainable Development Goals

Goal 9 産業と技術革新の基盤をつくろう（Industry, Innovation and Infrastructure）

教育手法　Teaching Method

教育手法 Teaching Method % of Course Time
インプット型 Traditional 10 %
参加者中心型 Participant-Centered Learning ケースメソッド Case Method 90 %
フィールドメソッド Field Method 0 %
合計 Total 100 %

事前学修と事後学修の内容、レポート、課題に対するフィードバック方法　Pre- and Post-Course Learning, Report, Feedback methods

Participants are advised to allocate a minimum of 3 hours for preparation per case. Individual preparation questions for each case are provided in the assignment sheet.

A laptop computer is essential for conducting information research and participating in an in-class final assessment exercise.

Feedback for the final assessment exercise will be provided via a digital feedback form.

授業スケジュール　Course Schedule

第1日（Day1）

Day 1 – Knowledge as Strategy and Social Practice
Themes: Knowledge strategy when AI can do expert work; sharing knowledge across a eetwork of independent operators


●使用するケース
ABC Consultants: Re-Humanizing Service Value - Talent versus AI (Product ID: W49559)
Knowledge Sharing at REMA 1000 (A) (Product ID: 9-118-007)
Knowledge Sharing at REMA 1000 (B) (Product ID: 9-118-072)

第2日（Day2）

Day 2 – Knowledge over Time and across Units
Themes: Retaining expertise as people leave; transferring practices across units


●使用するケース
Transferring Knowledge Between Projects at NASA JPL (A) (Product ID: 9-917-404)
Transferring Knowledge Between Projects at NASA JPL (B) (Product ID: 9-917-405)
Rank Xerox (A): Global Transfer of Best Practices (Product ID: INS597)

第3日（Day3）

Day 3 – Knowledge across the Firm's Boundary
Themes: Absorbing knowledge from outside; protecting knowledge without losing the freedom to use it


●使用するケース
BT Group: Managing Global Open Innovation (Product ID: IN1476)
The LEGO Group: Publish or Protect? (Product ID: 9-613-079)

第4日（Day4）

Day 4 – Final report assignment
Themes: Codifying tacit knowledge; knowledge, AI and value


●使用するケース
Beyond Algorithms: The Hidden Motives Behind AI Success and Failure (Product ID: IN2190)

第5日（Day5）



第6日（Day6）



第7日（Day7）



成績評価方法　Evaluation Criteria

*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
講師用内規準拠 Method of Assessment Weights
コールドコール Cold Call 0 %
授業内での挙手発言 Class Contribution 70 %
クラス貢献度合計 Class Contribution Total 70 %
予習レポート Preparation Report 0 %
小テスト Quizzes / Tests 0 %
シミュレーション成績 Simulation 0 %
ケース試験 Case Exam 0 %
最終レポート Final Report 30 %
期末試験 Final Exam 0 %
参加者による相互評価 Peer Assessment 0 %
合計 Total 100 %

評価の留意事項　Notes on Evaluation Criteria

Preparation before class and active participation in both small group discussion and open class discussion are expected. Contribution is judged on quality rather than quantity: taking a position supported by case evidence, applying or challenging a course concept, and building on others' arguments.

配布教材と教室における電子機器の利用マナーについて Guidelines for Classroom Technology and Proper Use of Course Materials

  1. ケースメソッド教育の中核は、積極的な参加と知識の共有です。この教育を支えるため参加者は授業中の電子機器（例：スマートフォン、ノートパソコン）の使用を制限するよう求められます。許可を得た場合でも、教室内では電子機器は、ケース討議に資する目的でのみ使用してください。授業中は、たとえケース討議に関連していても、検索エンジンや生成AIの使用は避けて下さい。
  2. 配布教材（ケースを含む）は指定された授業への参加以外の目的で利用しないで下さい。著者の権利、著作権、特定情報の機密性を保護するため、許可なく教材を個人や組織（生成AI を含む）に提供することはできません。このルールは、印刷物・電子教材のいずれにも適用されます。
  1. Active participation and shared learning is at the core of the case method learning. Participants are asked to limit their use of electronic devices (e.g., laptops, smartphones) during classroom sessions in support of this model. Even with permission granted, devices should only be used in the classroom in service to the case discussion. Online searches and generative AI tools, even if related to the case discussion, are discouraged while class is in session.
  2. Students are prohibited from using the course materials (including cases) distributed by the university for any purpose other than participation in the designated class. Students must not input, process or test course materials with any artificial intelligence (AI) tools, bots, software, or platforms without the author's permission. These actions violate the terms of use for the course materials and may also constitute copyright infringement.

教科書　Textbook

  • 配布資料

参考文献・資料　Additional Readings and Resource

Additional readings will be recommended during classes.

授業調査に対するコメント　Comment on Course Evaluation

The course structure and materials have been modified to address students' suggestions to build stronger linkage with career and leadership development.

担当教員のプロフィール　About the Instructor　


Kuok Kei (Eddie) Law is a Professor of Management at NUCB Business School. He earned his PhD from City University of Hong Kong. His primary research interests focus on knowledge management and human resource management. His work has been published in leading international journals, including European Management Journal, Human Resource Management Review, Journal of Knowledge Management, and Work, Employment & Society. Eddie’s research received Best Paper and Research Awards in 2013 and 2016, respectively. At NUCB, he has been honored with Teaching Awards for four consecutive academic years (2020/21–2023/24) and a Research Award for the 2020/21 and 2024/25 academic years.

（実務経験 Work experience）


Prior to joining NUCB, Eddie worked at the Open University of Hong Kong, where he began his academic career and progressed rapidly from Assistant Lecturer to Lecturer, and eventually to Assistant Professor over his nine-year tenure. He has extensive experience teaching business management courses at both undergraduate and postgraduate levels, as well as supervising research projects and dissertations.

Refereed Articles

  • (2026) Controlling Time or Controlled by Time? AI-Mediated Workflows as an Occasion for Structuring. Organizational Psychology Review
  • (2026) The integration of artificial intelligence in academic research workflows. NUCB Business Review
  • (2025) The role of e-leadership and team dynamics in work-from-home performance: a replication study during the COVID-19 pandemic. Management Review Quarterly
  • (2025) Unlocking innovation potential: Harnessing intra-firm competition for organizational innovation performance. Journal of General Management
  • (2025) The Energy Ltd: A Threat from COVID-19 in a Third-party Logistics (3PL) Company. Asian Journal of Management Cases

Refereed Proceedings

  • (2017). Knowledge appropriation, justice climate and performance management - A theoretical framework. Proceedings of the British Academy of Management 2017 Conference. British Academy of Management 2017 Conference. 1. 3. University of Warwick
  • (2016). Tacit knowledge management of firefighters: An exploratory study on the fire service department in Hong Kong. Proceedings of the 8th International Conference on Innovation and Knowledge Management in Asia Pacific. The 8th International Conference on Innovation and Knowledge Management in Asia Pacific. 1. 3. Ariston Hotel, Kobe
  • (2016). Exploring employees' communication behaviors in knowledge sharing: A hierarchal perspective. Proceedings of the 81st Annual Conference of the Association for Business Communication. The 81st Annual Conference of the Association for Business Communication. 1. 3. Albuquerque, New Mexico

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