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Strategic Organisational Application of IT - Workflow and Knowledge Management, 6 credits
Strategisk organisatorisk IT-användning - workflow och knowledge management, 6 hp
TDEI21
Main field of study
Industrial Engineering and ManagementCourse level
Second cycleCourse type
Programme courseExaminer
Alf WesteliusDirector of studies or equivalent
Johan HoltströmEducation components
Preliminary scheduled hours: 48 hRecommended self-study hours: 112 h
ECV = Elective / Compulsory / Voluntary
Main field of study
Industrial Engineering and ManagementCourse level
Second cycleAdvancement level
A1XCourse offered for
- Industrial Engineering and Management - International, M Sc in Engineering
- Industrial Engineering and Management, M Sc in Engineering
- Information Technology, M Sc in Engineering
- Design and Product Development
Entry requirements
Note: Admission requirements for non-programme students usually also include admission requirements for the programme and threshold requirements for progression within the programme, or corresponding.
Prerequisites
Have basic insights in organisation and business administration.Intended learning outcomes
In Strategic Application of IT - workflow och knowledge management we focus on the more or less structured communication processes within the organisation. By learning more about participation and influence in development and implementation, group roles, incentives, responisbilities and roles in knowledge management, you build an understanding that can help you turn visions and strategies into action. But it is not just the premeditated and planned that can be of strategic importance. At least as important is that you learn to recognise spontaneous and temporary initiatives and developments that warrant attention and support.
The purpose is to give you insights enabling you to make nuanced assessments of the potential behind the hype.
When having completed the course, you should be able to:
1) assess the potential of a strategic IT application supporting processes within the organisation
2) find and interpret academic articles of relevance to a strategic application of IT, and
3) orally and in writing present your own analyses and constructively contribute to and discuss others' analyses.
Course content
The basic idea of the course is to discuss strategic importance, business impact, current applications and commercial potential, based on current trends. Using case studies and the experience of the participants, we investigate the chain from vision to realisation. Workflow and Knowledge management are two central perspectives in the analysis of applications of IT. Reading and discussing published empirical research is a recurring activity in the course. The investigating projects performed by the participants, their literature searches and the interaction between the workgroups form central parts of the knowledge management theme in the course.
Teaching and working methods
The course consists of lectures and seminars - traditional and virtual. The participants' own investigating projects, literature seraches and the interaction between the workgroups form central parts of the knowledge management theme in the course.
Examination
| UPG2 | Seminars | 1 credits | U, G |
| PRA1 | Project | 3 credits | U, 3, 4, 5 |
| UPG4 | Hand-in assignments | 2 credits | U, 3, 4, 5 |
To pass the course, the student should actively participate in seminars, have completed reflection reports concerning literature and teaching cases, have participated (well prepared) in the discussion of course literature, teaching cases and the other groups' projects, and have actively participated in a completed project that has been presented orally and in writing in line with the directions given in the course.
Grades
Four-grade scale, LiU, U, 3, 4, 5Department
Institutionen för ekonomisk och industriell utvecklingDirector of Studies or equivalent
Johan HoltströmExaminer
Alf WesteliusCourse website and other links
http://www.iei.liu.se/indek/utbildning/ekonomiska-informationssystem/tdei21?l=svEducation components
Preliminary scheduled hours: 48 hRecommended self-study hours: 112 h
Course literature
Huvudsakligen empiriskt grundade artiklar som presenterar aktuell forskning inom området. Den slutgiltiga läslistan bestäms inför och under kursen, delvis av deltagarna själva. Ett exempel på hur litteraturlistan kan se ut ges nedan: 1) Bensaou, M. & Earl, M. (1998) The right mind-set for managing information technology. Harvard Business Review 76 (5), 119-128. 2) Carr, N. G. (2003) IT Doesn’t matter. Harvard Business Review 81 (5) 41-49. 3) Brown, J.S.; Hagel, J.III; Varian, H; Carr, N. (2003) Does IT Matter? Letters to the Editor. Harvard Business Review 81 (7), 109-112. 4) Markus, M.L. & Benjamin R.I. (1997) The magic bullet theory in IT-enabled transformation, Sloan Management Review 1997 Winter, 55-68. 5) Choi, Byounggu and Lee, Heeseok, (2003) An empirical investigation of KM styles and their effect on corporate performance, Information & Management 6) Ikujiro Nonaka and Ryoko Toyama (2003) The knowledge-creating theory revisited: knowledge creation as a synthesizing process, Knowledge Management Research & Practice, Vol. 1, pp. 2–10. 7) Christensen, Peter Holdt (2007) Knowledge sharing: moving away from the obsession with best practices. Journal of Knowledge Management, 11(9) 36-47. 8) Daft, Richard L.; Robert H. Lengel (1986) Organizational Information Requirements, Media Richness and Structural Design. Management Science; May 1986, Vol. 32 Issue 5, p554, 18p. 9) Ojetanki K. Ngwenyama; Allen S. Lee (1997) Communication Richness in Electronic Mail: Critical Social Theory and the Contextuality of Meaning. MIS Quarterly, Vol. 21, No. 2. (Jun., 1997), pp. 145-167. 10) Newell, Sue, Huang, J.C., Galliers Robert D., Pan, S.L. (2003) Implementing enterprise resource planning and knowledge management systems in tandem: fostering efficiency and innovation complementarity. Information and Organization Vol. 13, No. 1, pp. 25-52. 11) Newell, Sue, Pan, S., Galliers, Robert, Huang, J. (2001) The myth of the boundaryless organization: Limitations of collaborative technologies in global firms. Communications of the ACM, Vol. 44, No 12, pp. 74–76. 12) Pan, S.L., Leidner, D.E. (2003) Bridging communities of practice with information technology in pursuit of global knowledge sharing. Journal of Strategic Information Systems 12 (1) 71–88. 13) Suchman, Lucy (1995) Making Work Visible. Communications of the ACM, September 1995, Vol. 38, No. 9, pp. 56-64. 14) Alf Westelius and Pär Mårtensson (2004) The Midas Touch in Knowledge Management Projects – Beware, Your Wish Could Come True, The Electronic Journal of Knowledge Management, 2(2) 35-44, available online at www.ejkm.com. 15) Westelius, Alf (2006) Muddling through – the life of a multinational, strategic enterprise systems venture at BT Industries. Linköping Electronic Articles in Computer and Information Science, Vol. 10, No. 1. Linköping University Electronic Press, Linköping, Sweden. 16) Alf Westelius and Pablo Valiente (2006) Bringing the Enterprise System to the Frontline - Intertwining Computerised and Conventional Communication at BT Europe. In Unwired Business: Cases in Mobile Business, Stuart J. Barnes and Eusebio Scornavacca (Eds.), IRM Press, Hershey. 17) Ke, Weiling; Wei, Kwok Kee (2004) SUCCESSFUL E-GOVERNMENT IN SINGAPORE, Communications of the ACM; Jun2004, Vol. 47 Issue 6, p95, 5p| Code | Name | Scope | Grading scale |
|---|---|---|---|
| UPG2 | Seminars | 1 credits | U, G |
| PRA1 | Project | 3 credits | U, 3, 4, 5 |
| UPG4 | Hand-in assignments | 2 credits | U, 3, 4, 5 |
To pass the course, the student should actively participate in seminars, have completed reflection reports concerning literature and teaching cases, have participated (well prepared) in the discussion of course literature, teaching cases and the other groups' projects, and have actively participated in a completed project that has been presented orally and in writing in line with the directions given in the course.
Regulations (apply to LiU in its entirety)
The university is a government agency whose operations are regulated by legislation and ordinances, which include the Higher Education Act and the Higher Education Ordinance. In addition to legislation and ordinances, operations are subject to several policy documents. The Linköping University rule book collects currently valid decisions of a regulatory nature taken by the university board, the vice-chancellor and faculty/department boards.
LiU’s rule book for education at first-cycle and second-cycle levels is available at http://styrdokument.liu.se/Regelsamling/Innehall/Utbildning_pa_grund-_och_avancerad_niva.
Course literature is preliminary.
Huvudsakligen empiriskt grundade artiklar som presenterar aktuell forskning inom området. Den slutgiltiga läslistan bestäms inför och under kursen, delvis av deltagarna själva. Ett exempel på hur litteraturlistan kan se ut ges nedan:
1) Bensaou, M. & Earl, M. (1998) The right mind-set for managing information technology. Harvard Business Review 76 (5), 119-128.
2) Carr, N. G. (2003) IT Doesn’t matter. Harvard Business Review 81 (5) 41-49.
3) Brown, J.S.; Hagel, J.III; Varian, H; Carr, N. (2003) Does IT Matter? Letters to the Editor. Harvard Business Review 81 (7), 109-112.
4) Markus, M.L. & Benjamin R.I. (1997) The magic bullet theory in IT-enabled transformation, Sloan Management Review 1997 Winter, 55-68.
5) Choi, Byounggu and Lee, Heeseok, (2003) An empirical investigation of KM styles and their effect on corporate performance, Information & Management
6) Ikujiro Nonaka and Ryoko Toyama (2003) The knowledge-creating theory revisited: knowledge creation as a synthesizing process, Knowledge Management Research & Practice, Vol. 1, pp. 2–10.
7) Christensen, Peter Holdt (2007) Knowledge sharing: moving away from the obsession with best practices. Journal of Knowledge Management, 11(9) 36-47.
8) Daft, Richard L.; Robert H. Lengel (1986) Organizational Information Requirements, Media Richness and Structural Design. Management Science; May 1986, Vol. 32 Issue 5, p554, 18p.
9) Ojetanki K. Ngwenyama; Allen S. Lee (1997) Communication Richness in Electronic Mail: Critical Social Theory and the Contextuality of Meaning. MIS Quarterly, Vol. 21, No. 2. (Jun., 1997), pp. 145-167.
10) Newell, Sue, Huang, J.C., Galliers Robert D., Pan, S.L. (2003) Implementing enterprise resource planning and knowledge management systems in tandem: fostering efficiency and innovation complementarity. Information and Organization Vol. 13, No. 1, pp. 25-52.
11) Newell, Sue, Pan, S., Galliers, Robert, Huang, J. (2001) The myth of the boundaryless organization: Limitations of collaborative technologies in global firms. Communications of the ACM, Vol. 44, No 12, pp. 74–76.
12) Pan, S.L., Leidner, D.E. (2003) Bridging communities of practice with information technology in pursuit of global knowledge sharing. Journal of Strategic Information Systems 12 (1) 71–88.
13) Suchman, Lucy (1995) Making Work Visible. Communications of the ACM, September 1995, Vol. 38, No. 9, pp. 56-64.
14) Alf Westelius and Pär Mårtensson (2004) The Midas Touch in Knowledge Management Projects – Beware, Your Wish Could Come True, The Electronic Journal of Knowledge Management, 2(2) 35-44, available online at www.ejkm.com.
15) Westelius, Alf (2006) Muddling through – the life of a multinational, strategic enterprise systems venture at BT Industries. Linköping Electronic Articles in Computer and Information Science, Vol. 10, No. 1. Linköping University Electronic Press, Linköping, Sweden.
16) Alf Westelius and Pablo Valiente (2006) Bringing the Enterprise System to the Frontline - Intertwining Computerised and Conventional Communication at BT Europe. In Unwired Business: Cases in Mobile Business, Stuart J. Barnes and Eusebio Scornavacca (Eds.), IRM Press, Hershey.
17) Ke, Weiling; Wei, Kwok Kee (2004) SUCCESSFUL E-GOVERNMENT IN SINGAPORE, Communications of the ACM; Jun2004, Vol. 47 Issue 6, p95, 5p
Note: The course matrix might contain more information in Swedish.
I = Introduce, U = Teach, A = Utilize
| I | U | A | Modules | Comment | ||
|---|---|---|---|---|---|---|
| 1. DISCIPLINARY KNOWLEDGE AND REASONING | ||||||
| 1.1 Knowledge of underlying mathematics and science (G1X level) |
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| 1.2 Fundamental engineering knowledge (G1X level) |
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X
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| 1.3 Further knowledge, methods, and tools in one or several subjects in engineering or natural science (G2X level) |
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X
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| 1.4 Advanced knowledge, methods, and tools in one or several subjects in engineering or natural sciences (A1X level) |
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| 1.5 Insight into current research and development work |
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| 2. PERSONAL AND PROFESSIONAL SKILLS AND ATTRIBUTES | ||||||
| 2.1 Analytical reasoning and problem solving |
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X
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| 2.2 Experimentation, investigation, and knowledge discovery |
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X
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| 2.3 System thinking |
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X
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| 2.4 Attitudes, thought, and learning |
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X
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| 2.5 Ethics, equity, and other responsibilities |
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X
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| 3. INTERPERSONAL SKILLS: TEAMWORK AND COMMUNICATION | ||||||
| 3.1 Teamwork |
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X
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| 3.2 Communications |
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X
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| 3.3 Communication in foreign languages |
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X
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| 4. CONCEIVING, DESIGNING, IMPLEMENTING AND OPERATING SYSTEMS IN THE ENTERPRISE, SOCIETAL AND ENVIRONMENTAL CONTEXT | ||||||
| 4.1 External, societal, and environmental context |
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X
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| 4.2 Enterprise and business context |
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X
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| 4.3 Conceiving, system engineering and management |
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X
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| 4.4 Designing |
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| 4.5 Implementing |
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| 4.6 Operating |
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X
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| 5. PLANNING, EXECUTION AND PRESENTATION OF RESEARCH DEVELOPMENT PROJECTS WITH RESPECT TO SCIENTIFIC AND SOCIETAL NEEDS AND REQUIREMENTS | ||||||
| 5.1 Societal conditions, including economic, social, and ecological aspects of sustainable development for knowledge development |
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X
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| 5.2 Economic conditions for knowledge development |
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| 5.3 Identification of needs, structuring and planning of research or development projects |
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X
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| 5.4 Execution of research or development projects |
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| 5.5 Presentation and evaluation of research or development projects |
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