Holiday
TSMC台積429 MaMbMc
This course consists of two subjects: knowledge management and organizational behavior. Two instructors will convey their domain expertise on these two subjects via case teaching, discussion, and lecture. Knowledge management covers topics in knowledge creation, organizational learning, KM systems, and AI in knowledge management. Organizational Behavior covers topics in rewards, motivation, communication and negotiation, teams, leadership, employee selection and migration.
Course keywords: Knowledge Management, Organizational Behavior. EMD 800800 Management of Knowledge and Organizational Behavior Instructors: 林福仁教授、劉玉雯教授 Introduction: This course consists of two subjects: knowledge management and organizational behavior. Two instructors will convey their domain expertise on these two subjects via case teaching, discussion, and lecture. Knowledge management covers topics in knowledge creation, organizational learning, KM systems, and AI in knowledge management. Organizational Behavior covers topics in rewards, motivation, communication and negotiation, teams, leadership, employee selection and migration. objectives: After completing this course consisting of knowledge management and organizational behavior, students are expected to demonstrate the following learning outcomes: 1. Be familiar with the major concepts of organizational behavior and issues that managers encounter, and with principles, practices and models that help managers deal with these issues. 2. Be able to see how the relationships among people within an organization and relationships among organizations influence organizational effectiveness. 3. Understand the knowledge creating, acquisition, encoding, and retrieval within and among organizations. 4. Understand the role of technology played in knowledge management and organizational learning. I. Classroom Participation (30%) In-class Discussion The learning experience in a course like this one depends heavily on each student being prepared to actively participate in every class session. Positive participation includes attendance, active involvement in all in-class exercises and discussions, and maintenance of a classroom demeanor that encourages the participation of others. You will be evaluated on the quantity as well as the quality of your contribution and insights. II. Individual Assignments (40%) In addition, closing to the end of every class, each student is required to summarize what you have learned in our class on that day. The summary should include both key ideas from each article and your main takeaway from our class discussion. III. Case Study (30%) Questions for each case will be provided before the class. Each student is required to provide your answers and insights in the reflection paper. The papers must be double-spaced with one-inch margins and use 12-point font size. No more than four pages. Bring the paper to class for further group discussions. Subject 1. Organizational Behavior Day 1: Session 1 to 3 (Rewards, Motivation, Communication and Negotiation) Day 2: Session 4 to 6 (Teams, Leadership, Employee selection and migration) Session 1: Rewards 1. Duncan, W. J. (2001). Stock ownership and work motivation. Organizational Dynamics, 30(1), p.1-11. 2. Case, J. (2001). When salaries aren’t secret. Harvard Business Review, 79(5), p.37-43. (HBR Case) 3. Erickson, Tamara J.; Gratton, Lynda. (2007). What It Means to Work Here. Harvard Business Review, Vol. 85,Issue 3, p104-112 4. Desai, M. (2012). The incentive bubble. Harvard Business Review, 90(3), 124-132 5. Zenger, Todd. (2016). The Case Against Pay Transparency. Harvard Business Review, p1-6. 6p. Additional readings: Cullen 2018_The Motivating (and Demotivating) Effects of Learning Others’ Salaries Session 2: Motivation 1. McClelland, D. C., & Burnham, D. H. (1995). Power Is the Great Motivator. Harvard Business Review, 73(1), 126-13 2. Nicholson, N. (2003). How to Motivate Your Problem People? Harvard Business Review, Vol. 81 Issue 1, p57-65 3. Nohria, N., Groysberg, B., & Lee, L.-E. (2008). Employee Motivation. Harvard Business Review, Vol. 86 Issue 7/8, p78-84 4. Steenburgh, T., & Ahearne, M. (2012). Motivating Salespeople: What Really Works. Harvard Business Review, 90(7/8), 70-75. 5. Graziano, N. (2019). The leader as coach. Harvard Business Review, November-December, 111-119. 6. Williams J.C. & Mihaylo, S. (2019). How the best bosses interrupt bias on their teams? Harvard Business Review, November-December, 151-155. 7. Knight, R. (2019). How to Motivate Your Team During Crunch Time? Harvard Business Review, November-December, 2-7. Additional readings: Sean Graber (2015) The Two Sides of Employee Engagement. Harvard Business Review. Session 3: Communication and Negotiation 1. Tannen, D. (1985). The power of talk: Who gets heard and why? Harvard Business Review, 73(5), 138-148. 2. Sebenius, J. K. (1992). Negotiation analysis: A characterization and review. Management Science, 38(1), 18-38. 3. Maurice E. Schweitzer and Jeffrey L. Kerr (2000). Bargaining under the Influence: The Role of Alcohol in Negotiations. The Academy of Management Executive, Vol. 14, No. 2, pp. 47-57 4. Williams, Gary A.; Miller, R.B. (2002). Change the Way You Persuade. Harvard Business Review, Vol. 80 Issue 5, p65-73 5. Porath, C., & Pearson, C. (2013). The price of incivility. Harvard Business Review, 91(1), 114-121. 6. Bernstein E. & Waber B. (2019). The truth about open offices. Harvard Business Review, November-December, 83-91. Additional readings: 1. Jeong et al (2019). Being nice in a negotiation can backfire. 2. Chris Voss. Never split the difference: Negotiating as if your life depended on it. 3. Voss C. (2020, July 23). Communication Skills: 3 Ways to Make “No” Work For You. The Black Swan Group Blog: The Negotiation Edge. https://blog.blackswanltd.com/the-edge/3-ways-to-make-no-work-for-you 4. Talksalks at Google. (2016, May 23). Never Split the Difference, Chris Voss (video). YouTube. https://www.youtube.com/watch?v=guZa7mQV1l0&t=361s Session 4: Teams 1. Wetlaufer, S. (1994). The team that wasn’t. Harvard Business Review, 72(6), 281-284. 2. Eisenhardt, K. M., Kahwajy, J. L., & Bourgeois, L. J. (1997). How management teams can have a good fight. Harvard business review, 75, 77-86. 3. Hinds, P., Carley, K., Krackhardt, D.and Wholey, D. (2000). Choosing Work Group Members: Balancing Similarity, Competence and Familiarity. Organizational Behavior and Human Decision Processes, 81: 226-251. 4. Katzenbach, J. R., & Smith, D. K. (2005). The discipline of teams. Harvard Business Review, 83(7), 162. 5. Kotler, P., Rackham, N., & Krishnaswamy, S. (2006). Ending the war between sales and marketing. Harvard Business Review, 84(7/8), 68. 6. Kirby, Julia; Buckingham, Marcus; Bischmann, Joanne, Kolind, Lars, & Blomquist, Tomas. (2006). Just Trying to Help. Harvard Business Review, Vol. 84 Issue 6, p35-39 (HBR Case) 7. Fryer, B., Craddock, M., Thayer, D., & Kolb, D. (2008). When Your Colleague Is a Saboteur. Harvard Business Review (November), p. 41-54. Additional readings: 1. Boards. (2020). Another reason to push for fedmale directors, Harvard Business Review, March- April, 2020 2. Lisa B. Kwan (March–April 2019). The Collaboration Blind Spot. Harvard Business Review. Session 5: Leadership 1. Janice R. W. Joplin and Catherine S. Daus (1997). Challenges of Leading a Diverse Workforce. The Academy of Management Executive, Vol. 11, No. 3, pp. 32-47 2. Kotter, J. P. (1990). What leaders really do. Harvard Business Review, 68(3), 103-111. 3. Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90. 4. Khurana, R. (2002). The curse of the superstar CEO. Harvard Business Review, 80(9), 60-65. 5. McNulty, Eric J.; Dunne III, James J.; Marcus, Leonard J. (2010). The CEO Can't Afford to Panic. Harvard Business Review, Vol. 88 Issue 3, p121-125(HBR Case) 6. Edelman, Russ; Hiltabiddle, Tim. (2006). The Nice Guy. Harvard Business Review, V84(2), p21-31. 7. Finkelstein, S. (2019). The best leaders are great teachers, Harvard Business Review, Winter, 54-58. 8. Likierman, S.A. (2020). The elements of good judgment, Harvard Business Review, January-February, 103-111. Session 6: Employee selection and migration 1. Cappelli, Peter (2000). A Market-Driven Approach to Retaining Talent. Harvard Business Review, Vol. 7 Issue 1, p103-111, 2. Cespedes, F. V., Gardner, A., Kerr, S., & Kelley, R. D. (2006). Old Hand or New Blood? Harvard Business Review, 84(7/8), p.28-40. 3. Coutu, D. (2007). We googled you. Harvard Business Review, 85(6), p.37-47. 4. Lawler III, Edward E.; Pringle, Anna; Branham, F. Leigh; Cornelius, Jim; Martin, Jean. (2008). Why Are We Losing All Our Good People? Harvard Business Review, Vol. 86 Issue 6, p41-51 (HBR Case) 5. Martin, Jean & Schmidt, Conrad (2010). How to Keep Your Top Talent? Harvard Business Review, Vol. 88 Issue 5, p54-61 Subject 2. Knowledge Management Day 3. Knowledge management and organizational learning Day 4. Technology-enabled knowledge management Topic 1. Knowledge Creation: SECI Model Readings. 1. Nonaka, I. – Takeuchi, H. (1995): Knowledge–Creating Company. New York: Oxford University Press. 2. Nonaka, I. (2007). Knowledge creating company, Harvard Business Review, https://hbr.org/2007/07/the-knowledge-creating-company 3. Nonaka, I. (2012) Creating new knowledge the Japanese way, Harvard Business Review, https://store.hbr.org/product/creating-new-knowledge-the-japanese- way/IIR083 4. Adesina, A.O. & Ocholla, D.O. & The SECI Model in Knowledge Management Practices: Past, Present and Future, Mousaion: South African Journal of Information Studies https://upjournals.co.za/index.php/LIS,Volume 37 | Number 3 | 2019 | #6557 | 34 pages https://www.researchgate.net/publication/340165842_The_SECI_Model_in_Knowledge_Man agement_Practices Topic 2. Organizational Learning Readings. 1. Lin, F.-R. & Lin, S.C. (2001). A conceptual model for virtual organizational learning, Journal of Organizational Computing and Electronic Commerce, 11(3), 155- 178. https://www.researchgate.net/publication/254579661_A_Conceptual_Model_for_Virtual_ Organizational_Learning 2. Wegner, D.M. (1987). Transactive memory: a contemporary analysis of the group mind, In Mullen, B. & Goethals, G.R. (Eds.) Theories of Group Behavior (Chapter 9). pp 185-208. 3. El-Awad, Z. (2019). From individuals to the organization A transactive memory system perspective on multilevel entrepreneurial learning, The Learning Organization 26(6), pp. 617-630. (https://www.emerald.com/insight/content/doi/10.1108/TLO-04-2018-0069/full/pdf? casa_token=7IhW3n0ezPsAAAAA:A_SIXlzxv1nfYLjrIITkdra3LSYnZd7SwWdSNGO2vnB2Unjd_6Z3xv Cl8nafC09rKmr9LP9sROHpPs0Omm7o_cLZ02ZABYFfxpthz05zqtMlkmZdBbPa) Topic 3. Knowledge Management System Readings. 1. Becerra-Fernandez, I. & Sabherwal, R. (2015). Knowledge Management: Systems and Processes. Routledge, New York. 2. Lakanani, K.R. (2009). Innocentive.com (A). Harvard Business School. 3. Chaurasia, S.S., Kaul, N., Yadav, B. and Shukla, D. (2020). Open innovation for sustainability through creating shared value-role of knowledge management system, openness and organizational structure, Journal of Knowledge Management, 24(10), pp. 2491-2511. Topic 4. Artificial Intelligence and Human Intelligence Readings. 1. Lin, F.-R. and Liang, C.H. (2017). Storyline-based summarization for news topic retrospection, Decision Support System, 45 (2008) 473–490 2. Korteling, J.E., van de Boer-Visschedijk, G.C., Blankendaal, R.A.M., Boonekamp, R.C., and Eikelboom, A.R. (2021). Human- versus Artificial Intelligence, Frontiers in Artificial Intelligence, Volume 4. (https://www.frontiersin.org/articles/10.3389/frai.2021.622364/full) 3. Roitblet, ()AI Is No Match for the Quirks of Human Intelligence, The MIT Press Reader, (https://thereader.mitpress.mit.edu/ai-insight-problems-quirks-human- intelligence/)
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Average Percentage 87.71
Std. Deviation 4.16
Dual EMBA students only
限EMBA雙聯專班
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