IS 614: Corporate Knowledge Management

Contents
Companies have realized that the knowledge of their professionals is a decisive factor in competition. Firms are able to differentiate against their competitors through superior knowledge in the long term. This lecture deals with the question of how the creation acquisition, transfer, storage, retrieval, and use of knowledge can be supported with the information technology and where the limits of such efforts are. It also addresses how to design information technology to support different knowledge processes.

Learning outcomes
Course participants will be able to:

explain the role and importance of knowledge for organizations
understand and explain the processes of knowledge management (KM)
describe and evaluate the possibilities to support the different knowledge processes through information technology
understand and evaluate different design principles of KM systems
evaluate and apply organizational and technological mechanisms that ensure the use of KM systems

Necessary prerequisites
–

Recommended prerequisites
–

Forms of teaching and learning	Contact hours	Independent study time
Lecture	2 SWS	15 SWS

ECTS credits	6
Graded	yes
Workload	180h
Language	English
Form of assessment	Written exam (60 min), optional case study (20%)
Restricted admission	no
Further information	–

Examiner

Prof. Dr. Armin Heinzl

Frequency of offering	Fall semester
Duration of module	1 semester
Range of application	M.Sc. MMM, M.Sc. Bus. Edu., M.Sc. Econ., M.Sc. Bus. Inf., MAKUWI
Preliminary course work	–
Program-specific Competency Goals	CG 1
Literature	Alavi, M. and Leidner, D. (2001). Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 107–136. Becerra-Fernandez, I. and Sabherwal, R. (2010). Knowledge management: Challenges, solutions, and technologies. M.E. Sharpe, New York, NY. Becerra-Fernandez, I. and Sabherwal, R. (2001). Organizational knowledge management: A contingency perspective. Journal of Management Information Systems, 18(1), 23–55. Dennis, A. and Vessey, I. (2005). Three knowledge management strategies: Knowledge hierarchies, knowledge markets, and knowledge communities. MIS Quarterly Executive, 4(4), 399–412. Fan, W., Wallace, L., Rich, S., and Zhang, Z. (2006). Tapping the power of text mining. Communications of the ACM, 49(9), 82. Hansen, M., Nohria, N., and Tierney, T. (999). What’s your strategy for managing knowledge? Knowledge Management: Critical Perspectives on Business and Management, 77(2), 322. Kankanhalli, A., Tan, B., and Wei, K. (2005). Contributing knowledge to electronic repositories: An empirical investigation. Management Information Systems Quarterly, 29(1), 7. Kudaravalli, S., Faraj, S., and Johnson, S. (2017). A configural approach to coordinating expertise in software development teams. MIS Quarterly, 41(1), 43–64. Ko, D.-G., Kirsch, J., and King, W. (2005). Antecedents of knowledge transfer from consultants to clients in enterprise system implementations. MIS Quarterly, 29(1), 59–85. Nevo, D. and Wand, Y. (2005). Organizational memory information systems: a transactive memory approach. Decision Support Systems, 39(4), 549–562. Nonaka, I. and Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation, Oxford University Press, Cambridge, MA. Zhang, X. (2017). Knowledge Management System Use and Job Performance: A multilevel contingency model, MIS Quarterly, 41(3), 811–840.
Course outline	Knowledge creation Knowledge transfer Knowledge storage and retrieval Designing knowledge management systems The use of knowledge management systems Case study

IS 614: Corporate Knowledge Management

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