| 授業名 | Knowledge Management |
|---|---|
| Course Title | Knowledge Management |
| 担当教員 Instructor Name | Ricardo Lim |
| コード Couse Code | GLP224_G21N |
| 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 | 応用科目200系 / Applied |
| 学位 Degree | MBA |
| 開講情報 Terms / Location | 2021 GSM Nagoya Fall |
授業の概要 Course Overview
Misson Statementとの関係性 / Connection to our Mission Statement
Knowledge management is knowing to source, cultivate, and retain knowledge within the organization./ Knowledge is a prerequisite for innovation and decision making.
授業の目的（意義） / Importance of this course
Knowledge is the blood of organizations. Without its flow, the business stops. First, it would seem to be a problem of finding and retaining human talent, good frontliners, smart managers, assertive salespeople. This is a perennial HR problem. You try your best to keep the good ones. You may have to outsource for some, and hire others. How do we manage individual knowledge?
Second, knowledge is also the “memory” of the organization. Memory resides in the company’s standards and practices; specific work procedures (how to sell, how to produce, how to deliver); in the stories and folklore, the organizational “memory”; in relationships with suppliers, competitors, and customers. How do we maintain organizational memory?
KM is how we set up processes, structures that will enable us to capture or create, store, map, search, share, and reuse people knowledge and organizational memory. It goes beyond training people: you must build a learning organization. How do you “pull the trigger” and take action? How do you use knowledge to respond to crises? When you move knowledge to action, you get true benefits to the organization.
Topics will include:
Learning organizations
Basic information theory
Nonaka and Takeuchi’s model: the K-spiral
Teams and psychological safety
Social Networks
Communities of practice
Knowing-doing gap
Second, knowledge is also the “memory” of the organization. Memory resides in the company’s standards and practices; specific work procedures (how to sell, how to produce, how to deliver); in the stories and folklore, the organizational “memory”; in relationships with suppliers, competitors, and customers. How do we maintain organizational memory?
KM is how we set up processes, structures that will enable us to capture or create, store, map, search, share, and reuse people knowledge and organizational memory. It goes beyond training people: you must build a learning organization. How do you “pull the trigger” and take action? How do you use knowledge to respond to crises? When you move knowledge to action, you get true benefits to the organization.
Topics will include:
Learning organizations
Basic information theory
Nonaka and Takeuchi’s model: the K-spiral
Teams and psychological safety
Social Networks
Communities of practice
Knowing-doing gap
到達目標 / Achievement Goal
N.A
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
LG4 Effective Communication
LG5 Executive Leadership (EMBA)
LG6 Innovative Leadership (MBA)
LG7 Global Perspective (GLP)
LG2 Diversity Awareness
LG4 Effective Communication
LG5 Executive Leadership (EMBA)
LG6 Innovative Leadership (MBA)
LG7 Global Perspective (GLP)
受講後得られる具体的スキルや知識 Learning Outcomes
By the end of the course, you will be able to:
1. Identify best practices of hiring and retaining knowledge talent.
2. Set up practices of good KM.
1. Identify best practices of hiring and retaining knowledge talent.
2. Set up practices of good KM.
SDGsとの関連性 Relevance to Sustainable Development Goals
Goal 4 質の高い教育をみんなに（Quality Education）
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 30 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 70 % |
| 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
The course is a combination of a few lectures and many class discussions. I will grade your participation in both class discussions and learning team breakout rooms. How actively do you participate by sharing your ideas with others, collaborating with teams, and contributing insights to the group? This is 70% of your grade.
Because of the short, intense periods, 10% of your grade is attending: show up and and do the class exercises. The most rigorous students will read all assigned texts. Other students should at least browse alternative readings on the web (provided in each section) as background reading.
There are no prerequisite subjects. Students should read the short articles from the web for each class, as well as prepare the cases.
There will be a final paper due before November 28, 2021, 11:59 p.m. JST. Instructions TBA during class. Email electronic PDFs direct to lim_ricardo@nucba.ac.jp. The paper is 20% of your grade.
Because of the short, intense periods, 10% of your grade is attending: show up and and do the class exercises. The most rigorous students will read all assigned texts. Other students should at least browse alternative readings on the web (provided in each section) as background reading.
There are no prerequisite subjects. Students should read the short articles from the web for each class, as well as prepare the cases.
There will be a final paper due before November 28, 2021, 11:59 p.m. JST. Instructions TBA during class. Email electronic PDFs direct to lim_ricardo@nucba.ac.jp. The paper is 20% of your grade.
授業スケジュール Course Schedule
第1日（Day1）
Intro to KM--what, why KM?1.A Case: Employing Wiki for Knowledge Management as a Collaborative Information Repository: an NBC Universal Case JIT037
1.B Lecture-discussion: Nonaka's knowledge spiral
1.C Case: Mindtree: A Community of Communities 9-311-049
●使用するケース
Employing Wiki for Knowledge Management as a Collaborative Information Repository: an NBC Universal Case JIT037Prepare: Mindtree: A Community of Communities 9-311-049
第2日（Day2）
2.A Senge Systems THinking: Lecture and Exercises2.B Exercise and Class discussion: Social Networks
2.C Case discussion: Heidi Roizen 9-800-228
●使用するケース
Network Assessment Exercise 9-497-003
Heidi Roizen 9-800-228
第3日（Day3）
3,A Case discussion: Prepare: Niantic Labs and the Professional Entrepreneur in the Silicon Valley: Google, Pokémon Go, and Beyond (A) B58683.B Case discussion: Boeing 737 Max: Company Culture and Product Failure W82C83
●使用するケース
Niantic Labs and the Professional Entrepreneur in the Silicon Valley: Google, Pokémon Go, and Beyond (A) B5868Boeing 737 Max: Company Culture and Product Failure W82C83
第4日（Day4）
4.A Case discussion: Integrating case discussion: Global Knowledge Management at Danone (A) 9-608-1074.B Discussion on the Tenerife Air Disaster
●使用するケース
4.A Prepare: Global Knowledge Management at Danone (A) 9-608-107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。
*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 | 80 % |
| クラス貢献度合計 Class Contribution Total | 80 % |
| 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 | 20 % |
| 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
教科書 Textbook
- N/A「N/A」N/A（N/A）
参考文献・資料 Additional Readings and Resource
https://en.wikipedia.org/wiki/Knowledge_management
http://johnseelybrown.com/
https://en.wikipedia.org/wiki/High_reliability_organization
http://johnseelybrown.com/
https://en.wikipedia.org/wiki/High_reliability_organization
授業調査に対するコメント Comment on Course Evaluation
N/A
担当教員のプロフィール About the Instructor
Ricardo A. Lim, Ph.D. is a professor at the NUCB Business School and visiting professor at Ritsumeikan APU, Beppu, Japan. He was a former Dean of AIM, former President of the Association of Asia Pacific Business Schools (a consortium of 80 Asian B-schools), founding member of the Global Network to Advance Management at Yale Business School, and Asia-Pacirfic Advisory Council of AACSB. He teaches information systems, statistics, analytics, and design thinking x lean x agile concepts. He has published in the MIS Quarterly and the Journal of Management Information Systems, and serves as Associate Editor for the International Journal of Business and Economics, Taiwan. He currently consults for education and financial services sectors. Before joining academe he was a senior consultant for the Computer Sciences Corporation in Boston and Siemens Computing in Manila. He has a Ph.D. from the U. of Southern California, an MBA from the U. of Virginia, and a B.Com. from McGill University.
Refereed Articles
- (2023) Determinants of Conspicuous Consumption in Smartphones. Asia Pacific Journal of Information Systems 33(3): 2288-5404
- (2023) A Study of Satisfaction and Loyalty for Continuance Intention of Mobile Wallet in India. International Journal of E-Adoption (IJEA) 15(1): 1937-9633
- (2021) Developing and Testing a Smartphone Dependency Scale Assessing Addiction Risk. International Journal of Risk and Contingency Management 10(4): 2160-9624
- (2021) Business Model Innovation: A Study of Empowering Leadership. Creativity and Innovation Management 1467-8691
- (2021) The Effect of Reciprocity on Mobile Wallet Intention: A Study of Filipino Consumers. International Journal of Asian Business and Information Management 12(2): 1947-9638