Strategic Organisational Application of IT - Workflow and Knowledge Management, 6 credits

Strategisk organisatorisk IT-användning - workflow och knowledge management, 6 hp

TDEI21

The course is disused.

Main field of study

Industrial Engineering and Management

Course level

Second cycle

Course type

Programme course

Examiner

Alf Westelius

Director of studies or equivalent

Johan Holtström

Education components

Preliminary scheduled hours: 48 h
Recommended self-study hours: 112 h
ECV = Elective / Compulsory / Voluntary
Course offered for Semester Period Timetable module Language Campus ECV
6CDPU Design and Product Development 8 (Spring 2018) 2 4 Swedish Linköping, Valla E
6CIEI Industrial Engineering and Management - International, M Sc in Engineering - Chinese 8 (Spring 2018) 2 4 Swedish Linköping, Valla E
6CIEI Industrial Engineering and Management - International, M Sc in Engineering - Chinese (Master Profile Economic Information Systems) 8 (Spring 2018) 2 4 Swedish Linköping, Valla E
6CIEI Industrial Engineering and Management - International, M Sc in Engineering - Chinese (Master Profile Strategic Management and Control) 8 (Spring 2018) 2 4 Swedish Linköping, Valla E
6CIEI Industrial Engineering and Management - International, M Sc in Engineering - French 8 (Spring 2018) 2 4 Swedish Linköping, Valla E
6CIEI Industrial Engineering and Management - International, M Sc in Engineering - French (Master Profile Economic Information Systems) 8 (Spring 2018) 2 4 Swedish Linköping, Valla E
6CIEI Industrial Engineering and Management - International, M Sc in Engineering - French (Master Profile Strategic Management and Control) 8 (Spring 2018) 2 4 Swedish Linköping, Valla E
6CIEI Industrial Engineering and Management - International, M Sc in Engineering - German 8 (Spring 2018) 2 4 Swedish Linköping, Valla E
6CIEI Industrial Engineering and Management - International, M Sc in Engineering - German (Master Profile Economic Information Systems) 8 (Spring 2018) 2 4 Swedish Linköping, Valla E
6CIEI Industrial Engineering and Management - International, M Sc in Engineering - German (Master Profile Strategic Management and Control) 8 (Spring 2018) 2 4 Swedish Linköping, Valla E
6CIEI Industrial Engineering and Management - International, M Sc in Engineering - Japanese 8 (Spring 2018) 2 4 Swedish Linköping, Valla E
6CIEI Industrial Engineering and Management - International, M Sc in Engineering - Japanese (Master Profile Economic Information Systems) 8 (Spring 2018) 2 4 Swedish Linköping, Valla E
6CIEI Industrial Engineering and Management - International, M Sc in Engineering - Japanese (Master Profile Strategic Management and Control) 8 (Spring 2018) 2 4 Swedish Linköping, Valla E
6CIEI Industrial Engineering and Management - International, M Sc in Engineering - Spanish 8 (Spring 2018) 2 4 Swedish Linköping, Valla E
6CIEI Industrial Engineering and Management - International, M Sc in Engineering - Spanish (Master Profile Economic Information Systems) 8 (Spring 2018) 2 4 Swedish Linköping, Valla E
6CIEI Industrial Engineering and Management - International, M Sc in Engineering - Spanish (Master Profile Strategic Management and Control) 8 (Spring 2018) 2 4 Swedish Linköping, Valla E
6CIII Industrial Engineering and Management, M Sc in Engineering 8 (Spring 2018) 2 4 Swedish Linköping, Valla E
6CIII Industrial Engineering and Management, M Sc in Engineering (Master Profile Economic Information Systems) 8 (Spring 2018) 2 4 Swedish Linköping, Valla E
6CIII Industrial Engineering and Management, M Sc in Engineering (Master Profile Strategic Management and Control) 8 (Spring 2018) 2 4 Swedish Linköping, Valla E
6CITE Information Technology, M Sc in Engineering 8 (Spring 2018) 2 4 Swedish Linköping, Valla E

Main field of study

Industrial Engineering and Management

Course level

Second cycle

Advancement level

A1X

Course offered for

  • Design and Product Development
  • Industrial Engineering and Management - International, M Sc in Engineering
  • Industrial Engineering and Management, M Sc in Engineering
  • Information Technology, M Sc in Engineering

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

UPG2Seminars1 creditsU, G
PRA1Project3 creditsU, 3, 4, 5
UPG4Hand-in assignments2 creditsU, 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, 5

Department

Institutionen för ekonomisk och industriell utveckling

Director of Studies or equivalent

Johan Holtström

Examiner

Alf Westelius

Course website and other links

http://www.iei.liu.se/indek/utbildning/ekonomiska-informationssystem/tdei21?l=sv

Education components

Preliminary scheduled hours: 48 h
Recommended 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.

Course syllabus

A syllabus has been established for each course. The syllabus specifies the aim and contents of the course, and the prior knowledge that a student must have in order to be able to benefit from the course.

Timetabling

Courses are timetabled after a decision has been made for this course concerning its assignment to a timetable module. A central timetable is not drawn up for courses with fewer than five participants. Most project courses do not have a central timetable.

Interrupting a course

The vice-chancellor’s decision concerning regulations for registration, deregistration and reporting results (Dnr LiU-2015-01241) states that interruptions in study are to be recorded in Ladok. Thus, all students who do not participate in a course for which they have registered must record the interruption, such that the registration on the course can be removed. Deregistration from a course is carried out using a web-based form: www.lith.liu.se/for-studenter/kurskomplettering?l=sv. 

Cancelled courses

Courses with few participants (fewer than 10) may be cancelled or organised in a manner that differs from that stated in the course syllabus. The board of studies is to deliberate and decide whether a course is to be cancelled or changed from the course syllabus. 

Regulations relating to examinations and examiners 

Details are given in a decision in the university’s rule book: http://styrdokument.liu.se/Regelsamling/VisaBeslut/622678.

Forms of examination

Examination

Written and oral examinations are held at least three times a year: once immediately after the end of the course, once in August, and once (usually) in one of the re-examination periods. Examinations held at other times are to follow a decision of the board of studies.

Principles for examination scheduling for courses that follow the study periods:

  • courses given in VT1 are examined for the first time in March, with re-examination in June and August
  • courses given in VT2 are examined for the first time in May, with re-examination in August and October
  • courses given in HT1 are examined for the first time in October, with re-examination in January and August
  • courses given in HT2 are examined for the first time in January, with re-examination at Easter and in August.

The examination schedule is based on the structure of timetable modules, but there may be deviations from this, mainly in the case of courses that are studied and examined for several programmes and in lower grades (i.e. 1 and 2). 

  • Examinations for courses that the board of studies has decided are to be held in alternate years are held only three times during the year in which the course is given.
  • Examinations for courses that are cancelled or rescheduled such that they are not given in one or several years are held three times during the year that immediately follows the course, with examination scheduling that corresponds to the scheduling that was in force before the course was cancelled or rescheduled.
  • If teaching is no longer given for a course, three examination occurrences are held during the immediately subsequent year, while examinations are at the same time held for any replacement course that is given, or alternatively in association with other re-examination opportunities. Furthermore, an examination is held on one further occasion during the next subsequent year, unless the board of studies determines otherwise.
  • If a course is given during several periods of the year (for programmes, or on different occasions for different programmes) the board or boards of studies determine together the scheduling and frequency of re-examination occasions.

Registration for examination

In order to take an examination, a student must register in advance at the Student Portal during the registration period, which opens 30 days before the date of the examination and closes 10 days before it. Candidates are informed of the location of the examination by email, four days in advance. Students who have not registered for an examination run the risk of being refused admittance to the examination, if space is not available.

Symbols used in the examination registration system:

  ** denotes that the examination is being given for the penultimate time.

  * denotes that the examination is being given for the last time.

Code of conduct for students during examinations

Details are given in a decision in the university’s rule book: http://styrdokument.liu.se/Regelsamling/VisaBeslut/622682.

Retakes for higher grade

Students at the Institute of Technology at LiU have the right to retake written examinations and computer-based examinations in an attempt to achieve a higher grade. This is valid for all examination components with code “TEN” and "DAT". The same right may not be exercised for other examination components, unless otherwise specified in the course syllabus.

Retakes of other forms of examination

Regulations concerning retakes of other forms of examination than written examinations and computer-based examinations are given in the LiU regulations for examinations and examiners, http://styrdokument.liu.se/Regelsamling/VisaBeslut/622678.

Plagiarism

For examinations that involve the writing of reports, in cases in which it can be assumed that the student has had access to other sources (such as during project work, writing essays, etc.), the material submitted must be prepared in accordance with principles for acceptable practice when referring to sources (references or quotations for which the source is specified) when the text, images, ideas, data, etc. of other people are used. It is also to be made clear whether the author has reused his or her own text, images, ideas, data, etc. from previous examinations.

A failure to specify such sources may be regarded as attempted deception during examination.

Attempts to cheat

In the event of a suspected attempt by a student to cheat during an examination, or when study performance is to be assessed as specified in Chapter 10 of the Higher Education Ordinance, the examiner is to report this to the disciplinary board of the university. Possible consequences for the student are suspension from study and a formal warning. More information is available at https://www.student.liu.se/studenttjanster/lagar-regler-rattigheter?l=sv.

Grades

The grades that are preferably to be used are Fail (U), Pass (3), Pass not without distinction (4) and Pass with distinction (5). Courses under the auspices of the faculty board of the Faculty of Science and Engineering (Institute of Technology) are to be given special attention in this regard.

  1. Grades U, 3, 4, 5 are to be awarded for courses that have written examinations.
  2. Grades Fail (U) and Pass (G) may be awarded for courses with a large degree of practical components such as laboratory work, project work and group work.

Examination components

  1. Grades U, 3, 4, 5 are to be awarded for written examinations (TEN).
  2. Grades Fail (U) and Pass (G) are to be used for undergraduate projects and other independent work.
  3. Examination components for which the grades Fail (U) and Pass (G) may be awarded are laboratory work (LAB), project work (PRA), preparatory written examination (KTR), oral examination (MUN), computer-based examination (DAT), home assignment (HEM), and assignment (UPG).
  4. Students receive grades either Fail (U) or Pass (G) for other examination components in which the examination criteria are satisfied principally through active attendance such as other examination (ANN), tutorial group (BAS) or examination item (MOM).

The examination results for a student are reported at the relevant department.

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. 

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)

                            
1.2 Fundamental engineering knowledge (G1X level)
X

                            
1.3 Further knowledge, methods, and tools in one or several subjects in engineering or natural science (G2X level)
X
PRA1
UPG2
UPG4

                            
1.4 Advanced knowledge, methods, and tools in one or several subjects in engineering or natural sciences (A1X level)

                            
1.5 Insight into current research and development work

                            
2. PERSONAL AND PROFESSIONAL SKILLS AND ATTRIBUTES
2.1 Analytical reasoning and problem solving
X
PRA1
UPG2

                            
2.2 Experimentation, investigation, and knowledge discovery
X
PRA1
UPG2

                            
2.3 System thinking
X

                            
2.4 Attitudes, thought, and learning
X
PRA1
UPG2
UPG4

                            
2.5 Ethics, equity, and other responsibilities
X

                            
3. INTERPERSONAL SKILLS: TEAMWORK AND COMMUNICATION
3.1 Teamwork
X

                            
3.2 Communications
X
PRA1

                            
3.3 Communication in foreign languages
X

                            
4. CONCEIVING, DESIGNING, IMPLEMENTING AND OPERATING SYSTEMS IN THE ENTERPRISE, SOCIETAL AND ENVIRONMENTAL CONTEXT
4.1 External, societal, and environmental context
X
PRA1
UPG2

                            
4.2 Enterprise and business context
X
PRA1
UPG2
UPG4

                            
4.3 Conceiving, system engineering and management
X
PRA1

                            
4.4 Designing

                            
4.5 Implementing

                            
4.6 Operating
X
PRA1

                            
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
X
PRA1

                            
5.2 Economic conditions for knowledge development

                            
5.3 Identification of needs, structuring and planning of research or development projects
X
PRA1

                            
5.4 Execution of research or development projects

                            
5.5 Presentation and evaluation of research or development projects

                            

This tab contains public material from the course room in Lisam. The information published here is not legally binding, such material can be found under the other tabs on this page.

There are no files available for this course.