|Website:||website containing additional information|
|Period:||period 4 (week 17 through 27, i.e., 26-4-2010 through 9-7-2010; retake week 34)|
|Participants:||up till now 64 subscriptions|
|Schedule:||Official schedule representation can be found in Osiris|
|Teachers:||Dit is een oud rooster!
|Note:||No up-to-date course description available.|
Text below is from year 2008/2009
|Contents:||For a long time companies relied on the production factors: labor, capital and (raw) material, but today the main production factor is knowledge (P. Drucker). Organizations, such as corporate enterprises, non-profits, educational institutions and governmental agencies, face the continual struggle to transform vast amounts of data, information and content into usable and reusable knowledge. Globalization and technological developments force organizations into a continuous process of change and adaptation.
Alvin Toffler and Peter Drucker already noticed the consequences in the 80's of the previous century. They mention the rise of the information based or knowledge based organization. This new type of organizations mainly consists of so-called 'knowledge workers' that largely depend on knowledge to do their work. Knowledge workers work rather autonomously hence a different organization structure is required that typically consist of less management layers. The growing awareness of knowledge as a distinct factor of production and the need for a new management approach has led to a new field of study and practice - knowledge management.
Another driver has been the development of so called 'knowledge systems'. However, results of implementing such systems are not always as expected. Systems are not always aligned with work practices, people need to know how to trust and interpret information provided, providing information or sharing knowledge is not automatically a part of everybody's job routine.
Knowledge management is about organizing, development, and use of knowledge in such a way that it directly contributes to the competitive edge of a company. In the Knowledge Management course we will study themes like 'KM models', 'knowledge management strategy', 'organizational learning', 'networks and communities', 'ICT support for knowledge processes', 'intellectual capital'.
Articles: see website
Suggested reading before the course:
Week 17 - 25 Lectures & guest lectures
Knowledge Management Simulation using KMQuest. It concerns a group assignment that consists of playing the simulation game, a peer review of the reports of other groups, and writing a strategy & simulation report.
You will have to do a research project on blogs/online communities. It concerns a group assignment and the final deliverable is a paper.
Exam = 40%
Strategy & simulation Report = 20%
Paper = 40%
You pass this course when your weighed average is >= 5.5 and no mark is less than 4.5
Work group sessions are mandatory, and respecting deadlines is part of the course requirements.
|Minimum effort to qualify for 2nd chance exam:||To qualify for the retake exam, the grade of the original must be at least 4.|
|Description:||This course is suitable for students in the CKE as well as the MBI Master program. Bachelor students might be placed on a waiting list first. This course is mandatory for MBI students, so they should be able to attend this course.
It is advised, but NO prerequisite, that you followed the preceding CKE Master courses Content Design, Development of Knowledge Systems and Use of Content and Knowledge Systems. It is preferred that students have knowledge on business and ICT as covered by the IOBM and SMOI courses.