Knowledge Management

Various global health and security crises have emphasised the critical importance of access to relevant and up-to-date information and knowledge for informed decision-making in organisations. This course delves into the core concepts of knowledge management, addressing various challenges such as impending demographic shifts, sustainability concerns, and ongoing digital transformation. Knowledge is recognized as a vital organisational asset that can empower entities to navigate present and future challenges effectively. However, it can also present risks in specific situations. This course provides a comprehensive exploration of knowledge and its management, offering a broad perspective to prepare future leaders to develop and execute sophisticated knowledge strategies.

NB! This course will take place in spring semester 2024/2025 which starts on 3rd of February and ends on 16th of June (you can find that information under Start date section). The real course start and end dates will be announced at the beginning of February at the latest.

Upon completion of this course, students will be able to:

• identify the organisational prerequisites and barriers affecting knowledge management and assess their impact;
• describe the practical application of knowledge management in diverse organisations;
• recognize various methods and tools for knowledge transfer and retention, including the challenges involved in their implementation;
• identify and address knowledge risks that organisations encounter;
• describe and comprehend the intricate link between knowledge management and innovation management at corporate, business, or functional levels.

Final assessment can consist of one test/assignment or several smaller assignments completed during the whole course. After declaring a course the student can re-sit the exam/assessment once. Assessment can be graded or non-graded. For specific information about the assessment process please get in touch with the contact person of this course. For specific information about grade transfer please contact your home university

Management and Leadership or similar introductory course to management.

• Argote, L., Ingram, P., Levine, J.M., & Moreland, R.L. (2000). Knowledge Transfer in Organizations: Learning from the Experience of Others, Organizational Behavior and Human Decision Processes, 82(1), 1-8.
• Durst, S., Foli, S., & Edvardsson, I. R. (2024). A systematic literature review on knowledge management in SMEs: current trends and future directions. Management Review Quarterly, 74(1), 263–288.
• Durst, S., & Zieba, M. (2018). Mapping knowledge risks: towards a better understanding of knowledge management. Knowledge Management Research & Practice, 1-13.
• Durst, S., & Zieba, M. (2020). Knowledge risks inherent in business sustainability. Journal of Cleaner Production, Vol. 251.
• Grant, R. M. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, Vol. 17, Winter Special Issue, 109-22.
• Guo, Y., Jasovska, P., Hussain, G. R., & Rose, E. L. (2020). Global mobility of professionals and the transfer of tacit knowledge in multinational service firms. Journal of Knowledge Management, 24(3), 553-567.
• Hislop, D., Bosua, R., & Helms, R. (2018). Knowledge Management in Organizations, 4th ed. Oxford University Press.
• McAdam, R., & Reid, R. (2001). SME and large organisation perceptions of knowledge management: comparisons and contrasts. Journal of Knowledge Management, 5(3), 231-241.

lectures, exercises