IS 614: Corporate Knowledge Management

Lerninhalte
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.

Lern- und Qualifikationsziele
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

Notwendige Voraussetzungen
IS 554 (only applying to MAKUWI-students)

Inhaltliche Voraussetzungen
–

	Lehre	Selbststudium
Vorlesung	2 SWS	15 SWS
ECTS	6

Sprache	Englisch
Prüfungsform und -umfang	Written exam (60 min.), optional case study (20%)
Zulassungsbeschränkt	Nein
Informationen zur Anmeldung	–

Geprüft durch

Durchführende Lehrkraft

Dr. Ekaterina Jussupow

Dr. Ekaterina Jussupow, Desiree Zercher

Angebotsturnus	Herbst-/Wintersemester
Dauer des Moduls	1 Semester
Verwendbarkeit	M.Sc. MMM, M.Sc. WiPäd, M.Sc. VWL, M.Sc. Wirt. Inf., MAKUWI
Vorleistungen	–
Programmspezifische Kompetenzziele	CG 1
Benotung	Ja
Literatur	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.
Gliederung	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

Dekanat | Fakultät für Betriebswirtschaftslehre

FORUM