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Изучение подходов к управлению разработкой новых продуктов

Пимонова С. А., Потапова Д. И.

В кн.: Социально-экономические преобразования и проблемы. Сборник научных трудов (выпуск 11). Вып. 11. Н. Новгород: Издательство НИСОЦ, 2021. С. 50-63.

R&D and marketing NPD cooperation: antecedents and consequences in Russian companies

Denis Fomenkov, Kirill Veselov.

Social Science Research Network. Social Science Research Network. SSRN, 2015

Knowledge Management

Учебный год
Обучение ведется на английском языке
Курс обязательный
Когда читается:
1-й курс, 2 модуль


Course Syllabus


Knowledge is one of the main assets of an innovative company since the Internet has become the provider of constantly updated information. Corporate memory is not as stable as before because of employee turnover, companies competing for new ideas, and a knowledgeable workforce. As a result of taking this course, learners are going to know: - what is knowledge as a management object, - how knowledge management enhances the innovative potential of an organization, what is a learning organization and its competitive advantages, - what is a knowledge management system and how it works, - what is personal knowledge management and how it influences a company’s innovative activities. During the course, learners are going to be able to – apply basic knowledge auditing and mapping instruments, - prepare interview questions for eliciting an experts’ knowledge, - analyze the quality of a knowledge repository, - define barriers hindering knowledge sharing, - prepare a plan of for developing the personal knowledge management skills of employees. For the sake of learning the knowledge management subject, learners will be equipped with the instruments to monitor and share their knowledge, such as anonymous testing services and asynchronous discussion threads.
Learning Objectives

Learning Objectives

  • • The course is aimed at making learners familiar with contemporary theories of knowledge management and making them able to apply basic knowledge management instruments such as knowledge auditing, knowledge mapping, storing and sharing.
Expected Learning Outcomes

Expected Learning Outcomes

  • the learner explains the difference between data, information, and knowledge
  • the learner compares different types of learning in an organization
  • the learner explains the reasons for knowledge auditing in the context of a company’s strategy
  • the learner demonstrates an application of at least one knowledge storage instrument
  • the learner elicits barriers of knowledge sharing and dissemination (in an organization or a team)
  • the learner gives reasons for the knowledge management instruments he/she applies in accordance with his/her goal
Course Contents

Course Contents

  • Knowledge as a factor of organizational development and a management object
  • Knowledge audit and mapping
  • Knowledge storing within an organization. Knowledge repository
  • Knowledge dissemination within an organization
  • Learning and development in the framework of knowledge management
  • Personal knowledge management
Assessment Elements

Assessment Elements

  • non-blocking Test assignment
  • non-blocking Participation in disscusion threads
  • non-blocking Knowledge management project
Interim Assessment

Interim Assessment

  • 2022/2023 2nd module
    0.34 * Knowledge management project + 0.33 * Participation in disscusion threads + 0.33 * Test assignment


Recommended Core Bibliography

  • Burnett, S., Williams, D., & Illingworth, L. (2013). Reconsidering the Knowledge Audit Process: Methodological Revisions in Practice. Knowledge & Process Management, 20(3), 141–153. https://doi.org/10.1002/kpm.1414
  • Caruso, S. J. (2017). A Foundation for Understanding Knowledge Sharing: Organizational Culture, Informal Workplace Learning, Performance Support, and Knowledge Management. Contemporary Issues in Education Research, 10(1), 45–52. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=eric&AN=EJ1126832
  • Dingsøyr, T. (2019). Knowledge Management in Medium-Sized Software Consulting Companies: An investigation of Intranet-based Knowledge Management Tools for Knowledge Cartography and Knowledge Repositories for Learning Software Organisations.
  • Graham, T. (2019). Knowledge Management: Progress, Trends and Challenges. Nova.
  • Hosseingholizadeh, R., Sharif, A., & Kouhsari, M. (2018). PKM Tools for Developing Personal Knowledge Management Skills among University Students.
  • Hsiao, E.-L., & Huang, X. (2019). Strategies to Support Personal Knowledge Management Using a Wiki Site in Online Courses. Journal of Educators Online, 16(1).
  • Intellectual capital, knowledge management practices and firm performance. (2017). https://doi.org/10.1108/JIC-11-2016-0116
  • Nigel Paine. (2021). Workplace Learning : How to Build a Culture of Continuous Employee Development: Vol. Second edition. Kogan Page.
  • Nobre, Â. (2018). From Organisational Knowledge Management to Personal Knowledge Management - Reflecting and Researching Ongoing Management Practice: exploring the way we think through semiotics – how signification processes determine action patterns.

Recommended Additional Bibliography

  • Atwood, C. G. (2009). Knowledge Management Basics. Alexandria, Va: American Society for Training & Development. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=516946
  • Harris, P. R. (2005). Managing the Knowledge Culture : A Guide for Human Resource Professionals and Managers on the 21st Century Workplace. HRD Press.
  • Pauleen, D. (2009). Personal Knowledge Management. Emerald Group Publishing.
  • Senge, P. M. (2014). The Fifth Discipline Fieldbook : Strategies and Tools for Building a Learning Organization. [S.I.]: Crown Business. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=782259