シラバス Syllabus

授業名 Knowledge Management
Course Title Knowledge Management
担当教員 Instructor Name Ricardo Lim
コード Couse Code GLP224_G22N
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 2022 GSM Nagoya Fall

授業の概要 Course Overview

Asian innovation starts with good organization knowledge, K: K could be in the form of people talent, processes, technology, and the social web of an organization. How then does one manage K? We inspect the sources, blockages, catalysts, routes, techniques, and processes of K in modern organizations.
Knowledge, if mismanaged, literally “walks out the door” : highly skilled and knowledgeable people quit and take their good ideas away. Less obvious is that people who stay might be creating knowledge, only for it to be wasted (like excess energy) because people fail to store it, nurture it, communicate it—even identify it as knowledge. KM is therefore key to not only competitiveness, but continued existence of a company. It is literally the DNA of a company; without it, the company collapses.
Where does knowledge reside? First, in the heads of people in organizations. Managing knowledge seems to be a perennial problem of retaining human talent, whether backroom operators or frontliners. You do your best to keep the good ones, let go the non performers, and outsource for the rest. Second, knowledge lives in the “memory” of the organization: the company’s standards and practices; specific work procedures (how to sell, how to produce, how to deliver); in the stories and folklore and culture. Third, knowledge lies in team and group interactions, and in relationships with suppliers, competitors, and customers.

KM is how we set up to capture or create, store, map, search, share, and reuse people knowledge, organizational memory, and connections. KM goes beyond training: how can we make an organization self-training, or learning? How do you “pull the trigger” and take action? How do you use knowledge to respond to crises? Finally, another problem with K is that it is hard to measure--so how can it be managed? When you move knowledge to action, you get true benefits to the organization.

Participants will learn about the concepts and frameworks about knowledge:

Learning organizations
Nonaka and Takeuchi’s model: the K-spiral
Teams and psychological safety
Social Networks
Communities of practice
Knowledge Technologies

本授業の該当ラーニングゴール Learning Goals


LG1 Critical Thinking
LG2 Diversity Awareness
LG3 Ethical Decision Making
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.
3. Leverage networks of knowledge
4. Capture and store knowledge

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 0 %
参加者中心型 Participant-Centered Learning ケースメソッド Case Method 100 %
フィールドメソッド Field Method 0 %
合計 Total 100 %

学習方法、レポート、課題に対するフィードバック方法 Course Approach, Report, Feedback methods

The course is a combination of a few lectures and many class discussions. I will grade 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.

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 one week after the last class. Instructions TBA during class. Email electronic PDFs direct to lim_ricardo@nucba.ac.jp. The paper is 30% of your grade.

授業スケジュール Course Schedule


S01: Discuss Wiki at NBC
S02 Nonaka's knowledge spiral
S03 Discuss Mindtree case

Employing Wiki for Knowledge Management as a Collaborative Information Repository: an NBC Universal Case JIT037
Mindtree: A Community of Communities 9-311-049


S01: Discuss Heidi Roizen
S01 Senge’s learning organizations and the Fifth Discipline

Read any of the following:
- https://www.toolshero.com/management/five-disciplines-learning-organizations/
- https://readingraphics.com/book-summary-the-fifth-discipline/
- https://prezi.com/v84mbwi1ngxd/senge039s-quotthe-fifth-discipline-a-shift-of-mindquot/

Suggested readings, Youtubes on Systems Thinking: (Optional)

1. https://thesystemsthinker.com/systems-thinking-what-why-when-where-and-how/
2. https://medium.com/disruptive-design/tools-for-systems-thinkers-the-6-fundamental-concepts-of-systems-thinking-379cdac3dc6a (follow the sequence)
3. https://www.youtube.com/watch?v=GPW0j2Bo_eY&list=RDLVMiy9uQcwo3U&index=2
4. Feedback loops: https://www.youtube.com/watch?v=inVZoI1AkC8&list=RDLVMiy9uQcwo3U&index=13
5. Intro to Archetypes: https://www.youtube.com/watch?v=JdOlQLeBvO4
6. Catalog of archetypes: https://en.wikipedia.org/wiki/System_archetype

Exercises: TBA

Network Assessment Exercise 9-497-003
Heidi Roizen 9-800-228


01 Discuss Niantic Labs
02 Discuss Boeing 737 case

Niantic Labs and the Professional Entrepreneur in the Silicon Valley: Google, Pokémon Go, and Beyond (A) B5868

Read: https://medium.com/@Harri_Kaloudis/psychological-safety-at-work-what-do-psychologically-safe-work-teams-look-like-5585ab0f2df4

Boeing 737 Max: Company Culture and Product Failure W82C83


S01 Discuss: Tenerife Disaster
S02 Discuss Danone case

Global Knowledge Management at Danone (A) 9-608-107




成績評価方法 Evaluation Criteria

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

I will reward in-class contributions during case discussions. These include starting the case, summarizing others’ viewpoints, creating debate with others, concluding. I like good questions and how you clarify difficult concepts. I like active group participation, but participation must be positive, building, and collaborative—not attacking or criticizing.

使用ケース一覧 List of Cases


教科書 Textbook

  • 配布資料

参考文献・資料 Additional Readings and Resource

Team of Teams, by Stanley MacChrystal (McChrystal, G. S. A., Silverman, D., Collins, T., & Fussell, C. (2015). Team of teams. Portfolio Penguin) or read the summary at https://www.grahammann.net/book-notes/team-of-teams-general-stanley-mcchrystal




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

I offered KM for the first time in the Fall of 2021, face-to-face. Scores were good: the course received various ratings, with a high of 4.94. Here were some student comments:

“Practical examples from the instructor on the class content.”
“The way of Professor asking paved the way of discussion to a deeper level, the class helped us to understand the nature of Knowledge Management.”
“Lots of useful examples of knowledge management which I can apply at my own workplace.”
“The knowledge models and how they are applied to actual organizations. The different steps of knowledge creation and how its stored and distributed throughout an organization was very interesting.”

There were some negative comments:

“Some cases (are) a little old, if we can discuss latest case will be better.”
“While the cases provided this opportunity, it would have been interesting to see the application of the whole knowledge model on a specific/actual context to bring the generalization back to something concrete.”

I will be updating the case selection for future versions of the course.

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