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    • REQUIREMENTS AND PRIOR KNOWLEDGE

      No requirements.

       

      GENERAL DESCRIPTION OF THE SUBJECT

      How can organizations manage the accumulation and flow of knowledge to sustain competitive advantage? In the new enterprise management the employees are in the centre. In teamwork new ideas are shared and developed, and this is organizational learning.

      Another question is: How organization can measure it? This is intellectual capital.

      In summary, the knowledge of the employees is the most important resource, because investment only in technical equipments is not enough to have an advantage in know-how. Working in teams at the right place, employees explore and exploit knowledge.

       

      OBJETIVES: KNOWLEDGE AND SKILLS

      The students should recognize that knowledge is the most important resource in the Information Age. Knowledge holds the key to generating continuous innovation. The sdutent will be able to manage and understand:

      1. Introduction: Knowledge has become the resource, rather than a resource.
              a. Introduction: Concept of Organization.
      2. Knowledge Management.
      3. Organizational Learning.
      4. Intellectual Capital (measuring Knowledge).

       

      TEACHING MATERIAL

      Slides, Program and References.


    View only 'Topic 1'

      1. Introduction: Knowledge Age & Innovation

        1.1.      The Concept of Organization

         

      2. Knowledge Management
        •          Data, Information, Knowledge, Competence
        •          Spiral of Knowledge
        •          Tacit vs. Explicit Knowledge
        •          CKO: Chief Knowledge Officer vs. Knowledge Broker

       

      1. Organizational Learning
        •          Learning Organization vs. Organizational Learning
        •          Single Loope Learning vs. Double Loop Learning
        •          Activities of Organizational Learning
        •          Learn to Learn, Routines, Trust, Team Management

       

      1. Intellectual Capital
        •          Valuation of the Firm
        •          Components of the Intellectual Capital Report
        •          Intellectual Capital Navigator
        •          Case Study

    View only 'Topic 2'

      • Davenport, T.H.; Prusak, L. (1998) Working Knowledge. How Organizations Manage What they Know. Ed. Harvard Business School Press
      • Ehin, C. (2000) Unleashing Intellectual Capital. Butterworth Heinemann, Boston
      • Roos, G.; Pike, S.; Fernström, L. (2005) Managing Intellectual Capital in Practice. Elsevier, Oxford
      • Thérin, F. (2007) Handbook of Research on Techno-Entrepreneurship. Ed. Edward Elgar, Chelteham,
      • European Commission (2006) Reporting Intellectual Capital to Augment Research, Development and Innovation in SMEs, Report to the Commission of the High Level Expert Group on RICARDIS, Encourage corporate measuring and reporting on research and other forms of intellectual capital.  EUR22095 EN, En: http://ec.europa.eu/invest-in-research/pdf/download_en/2006-2977_web1.pdf

    View only 'Topic 3'

    • 1.  INTRODUCTION

      • DAVENPORTM T.H.; PRUSAK, L.; STRONG, B. (2008)”Putting Ideas to Work” The Wall Street Journal, March, 10th Frankfurt
      • Interview mit SEVEIBY  (auf Deutsch) “Alles geht aus Wissen hervor” Dialong & Wandel 1/2000, pg. 10-11
      • Interview with Leif Edvinsson: Intellectual Capital: the New wealth of corporations
      • Narvekar, R.S. ; Jain, K. (2006) “A new framework to understand the technological innovation process” Journal of Intellectual Capital, Vol 7. No. 2 pp. 174-186
      • Peltoniemi, M. (2008) “Intra-industry variety as an outcome of intellectual capital” Journal of Intellectual capital, Vol. 9 no. 3 pp.395-409
      • Pinch, S.; Henry, N. (1999) “Paul Krugman’s Geographical Econonomics, Industrial Clustering and the British Motor Sport Industry”, Regional Studies, Vol.33 (9) P. 815-827
      • Organizational Behaviour- Robbins
        Harvard Busines Publishing – Case Map for Robbins & Judge: Organizational Behaviour (Prentice Hall) http://hbsp.harvard.edu/he-main/resources/documents/web-files/OB-Robbins-Judge.pdf

       

      FILMS:

      • MODERN TIMES
        (Information & Knowledge at the beguinning XX century)
      • DUPLICITY
        (Innovation and Knowledge sharing; competitive  intelligence, spying and legal aspects)

       


      2.  KNOWLEDGE MANAGEMENT

      • Kabadse,N.K., Kouzmin, A.; Kakadbase, A. (2001) “From Tacit Knowledge to Knowledge Management: Leveraging Invisible Assets” Knowledge and Process Management, Jul/ sep, Vol 8 no. 3, pp. 137-154
      • Nonaka, I. (1997) “Organizational Knowledge Creation” Knowledge advantage Conference.
      • Martin Rubio, I. et al. (2011) “Knowledge pipeline in freight pipeline industry: competence- based model for open innovation” Knowledge pipeline in freight pipeline industry: competence- based model for open innovation. In: 14th International Freight Pipeline Society Symposium, 28/06/2011 - 01/07/2011, Madrid, España   http://oa.upm.es/13022/
      • Meeuwesen, B.; Berends, H. (2007) “Creating communities of practices to manage technological knowledge. An evaluation study at Rolls-Royce” European Journal of Innovation Management,  Vol 10. No. 3. Pp.  1460-1060
      • Pérez, M.; Martínez, A, (2002) “Lean Production and Technology Networks in the Spanish Automotive Supplier Industry” Management International Review, Vol.42, no., 3 pp.261-277
      • Saenz, J.; Aramburu, N.; Rivera, O. (2009) “Knowledge sharing and innovation performance. A comparison between high-tech and low-tech companies” Journal of Intellectual Capital, Vol. 10 no. 1 pp 22-36
      • Sveiby, K.E. (1995) The Pro-Team: Solving the dilemma of Organized Creativity in Production 
      • Sarayrech, B., Mardawi, A., Dmour, R. (2011) “Comparative Study: The Nonaka Model of Knowledge Management” International Journal of Engineering and Advanced Technology (IJEAT), August 
      • Takeuchi, H. (1998) “Beyond Knowledge Management: Lessons from Japan”

         

      FILM:

      • NO RESERVATION – (SÜSSE MARTHA)
        (Tacit Knowledge & Knowledge Sharing)
      • WALL STREET
        (Information vs. Knowledge;  Knowledge Transfer and decisions)

       


      3.   ORGANIZATIONAL LEARNING

      • Foray, D.; Steiunmueller, W.E. (2003) “The economic of knowledge reproduction by inscription” Industrial and Corporate Change, Vol. 12 no. 2 pp. 299-320
      • Garvin, (1993) “Building a Learning Organization” Harvard Business Review http://hbr.org/1993/07/building-a-learning-organization/ar/1
      • Dirk, D. (2007) “Cluster-Based Technology Policy- The German Experience” Industry and Innovation, feb. http://www.ifw-members.ifw-kiel.de/publications/cluster-based-technology-policy-the-german-experience/I-I_paper2007.pdf
      • Edwards, T. (2007) “Organizational Politics and the “process of knowing. Understanding crisis events during project-based innovation projects” Vol. 10. No. Pp. 391-406
      • Moodysson, J. (2008) “Principles and Practices of Knowledge Creation: On the Organization of “Buzz” and “Pipelines” in Life Science Communities. Clusters In Swedish Part of Medicon Valley” Economic Geography, Vol. 84, no. 4. Pp. 449-469
      • Nevis, E.C.; Dibella, A.J.; Gould, J.M. (1995) “Understanding Organizations as Learning Systems” Sloan Management Review, Winter, Vol 36. No. 2 pp. 73-85
      • Yang, Y-t (2003) “ Qualitative knowledge capturing and organizational learning: two case studies in Taiwan hotels”  Tourism Management, Vol, 25. No. 4, pp. 421-428
      • Rothes, Lok, Hung, Fang (2008) “An integrative model of organizational learning and social capital on effective knowledge transfer and perceived organizational performance”  Journal of Workplace Learning,  Vol 20. No. 4. Pp. 245-258
      • Ordoñez de Pablos, P. (2004) “Measuring and reporting structural capital. Lessons from European learning firms” Journal of Intellectual Capital, Vol 5 no.  Pp. 629-647
      • Teece, D.J. (2011) Dynamic Capabilities: A Guide for managers. http://www.iveybusinessjournal.com/topics/strategy/dynamic-capabilities-a-guide-for-managers
      • Zaheer, A., Varghese, P.G. (2004) “Reach Out or Reach Within? Implications of Alliances and Location in Biotechnology” Managerial and Decision Economics. Vol 25 pp. 437-452
      • MBTI Indicator- http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/
      • Team Building: http://www.teamtechnology.co.uk/teambuilding.html
      • Transformational Change in Organizations: single loop-learning vs. Double Loop learning

       

      FILM:

      • DR. HOUSE
        Team Work, Knowledge generation

       


      4.   INTELLECTUAL CAPITAL

      • Andriessen, D. (2004) “IC valuation and measurement: classifying the state of art”  Journal of Intellectual Capital, Vol 5. No. 2 pp. 230 -242
      • Choong, K.K. (2008) “Intellectual capital: definitions, categorization and reporting models”  Journal of Intellectual Capital, Vol.9  No. 4.  Pp. 609-638
      • Guthrie, J., Cuganesan, S., Ward, L. (2007) “Extended Performance Reporting: Evaluating Corportate Social Responsibility and Intellectual Capital Management” Issues in Social and Environmental Accounting, Vol. 1 no.1, June, pp. 1-25
      • Marr, B. Schuima, G., Neely, A. (2004) “Intellectual capital-defining key performance indicators for organizational knowledge assets” Business Process Management Journal, Vol. 10. No. 5
      • Rodriguez, J.; Merino,C.; Murcia,C.; Villar,L. (2002) “Towards  an  Intellectual Capital Report of Madrid: New Insights and Developments” The Transparent Enterprise. The Value of  Intangibles 25-26. Noviembre 2002 Madrid,
      • Valuing Intellectual Capital – Agricultural Research Centers
      • RICARDIS: Reporting Intellectual Capital to Augment Research, Development and Innovation in SMEs.160 pp.
      • Intellectual Capital Report 2003 – Osterreiche National Bank
      • Measuring Intellectual Capital at Skandia Group

       

      EXAMPLES USED IN CLASSROOM:

      • IC 2004/5 SENTENSIA – Classroom example
      • CELEMI – Sveiby  web Case
      • COMPANY Monitor – Sveiby web Case
      • Value Based Mamanagement http://www.valuebasedmanagement.net/articles_cima_understanding.pdf
      • Intellectual Capital Navigator
      • Intellectual Capital Statements on Practice
        Mourtisen, J., Bukh, N. Marr, B.  -A reporting perspective on Intellectual Capital

      FILM:

      • ERIN BRONKOVICH
        (Compensations, Information – Knowledge acquisition- knowledge sharing – VALUATION in money terms).
      • DUPLICITY – Valuation of relationships, new product, structural capital, relational capital...

    View only 'Topic 4'

      1. Introduction: Knowledge has become the resource, rather than a resource.
        Introduction (PPT)
        The Concept of Organization (PPT)
      2. Knowledge Management. (PPT)
      3. Organizational Learning. (PPT)
      4. Intellectual Capital (measuring Knowledge). (PPT)

       

      Learning Aim:

      The students should recognize that knowledge is the most important resource in the Information Age. Knowledge holds the key to generating continuous innovation. An old concept dating back to 400 BC has emerged in the West as the newest management idea.

      The rapid evolution of information and communications technologies has led to the “dematerilization” of economic activity – the substitution of data and information for physical resources- in many areas.  Automobiles, for example, are getting lighter every year and are becoming “information rich”. In this process, we become overwhelmed by data, by stuff. Knowledge Mnagement might help us to achive this process. 

      How can organizations manage the accumulation and flow of knowledge to sustain competitive advantage? In the new enterprise management the employees are in the centre. In teamwork new ideas are shared and developed, and this is organizational learning.

      Another question is: How organization can measure it? This is intellectual capital.

      In summary, the knowledge of the employees is the most important resource, because investment only in technical equipments is not enough to have an advantage in know-how.  Working in teams at the right place, employees explore and exploit knowledge.

       

      Lernziel:

      Das Wissen der Mitarbeiter ist die wichtigste Ressource für ein Unternehmen, denn Investition in Technik allein schafft keinen Know-How Vorsprung mehr.

      Menschen sind keine Kostenfaktoren, sondern an der richtigen Stelle eingesetzt bringen sie zusätzlichen Gewinn für ein Unternehmen. In der neuen Unternehmensführung steht der Mensch im Mittelpunkt. In Teamarbeit werden neue Ideen entwickelt.


    View only 'Topic 5'

    • Teaching Staff Mobility Program - Fachhochschule Frankfurt am Main

      March, 2008 Sep, 2009 18st - 27th, March 2013 

       
      Bioverfahrenstechnik Bachelor of Engineering 

      Special Topics- 2 ECTS 

      Dr. Prof. Irene Martín Rubio

      Dpto. Ingeniería de Organización. EUIT Industrial
      Univerisdad Politécnica de Madrid


    View only 'Topic 6'