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2011/2012  KAN-SMC_SM56  Managing Knowledge, Projects and Teams

English Title
Managing Knowledge, Projects and Teams

Course Information

Language English
Point 7,5 ECTS (225 SAT)
Type Mandatory
Level Full Degree Master
Duration One Semester
Course Period Spring
Time Table Please see course schedule at e-Campus
Study Board
Study Board for MSc in Economics and Business Administration
Course Coordinator
  • Karin Tollin - Department of Marketing
Karin Tollin
Main Category of the Course
  • Marketing
Last updated on 29 maj 2012
Learning Objectives
At the end of the course the excellent student is expected to be able to:
1. Discuss different theoretical perspectives on knowledge and knowledge management and thereby show up a profound insight about the philosophical and strategic paradigm behind the perspectives, and its implication on the interface between innovation, knowledge and project management.
2. Discuss the nature and the relevance of knowledge management in the management of innovation projects, and thereby show up a profound insight about the influence of various structures and processes on knowledge creation and learning on various organizational levels.
3. Discuss different theoretical perspectives, or schools, of project management, and thereby show up a profound insight about the nature and the consequences of adopting a certain school with respect to performance measurements related to innovation and organizational learning.
Managing Knowledge, Projects and Teams:
Assessment Written Exam
Marking Scale 7-step scale
Censorship No censorship
Exam Period Spring Term
Aids Please, see the detailed regulations below
Duration 4 Hours
Individual 4-hour written exam (open book, but no electronic aids are allowed). The regular exam takes place in May. The make-up/re-exam takes place in August.
Course Content

Aim of the course
Corporate level managers of marketing are in most sectors of the industry pushed by their companies’ CEO to come up with new ideas for market growth opportunities, and to continuously find ‘better’ ways to organise and to lead projects. Due to this, they spend a great deal of their time, and effort, in identifying project managers, and in developing team-building models, tools and processes. However, the problem is that despite their effort, projects tend to be carried out in a traditional, a repetitive way. According to the contemporary literature in the field of strategy, learning and project management, one explanation to a reluctance to change ‘the way things get done’ lies in a failure to recognize that leading and managing projects are two different things, and that project management needs to become strategic, although it also consists of collection of management tools and practices. The overall objective of the course relates to this proposition. Additionally, it relates to the literature that proposes that managing innovation projects is in essence about knowledge management.

As indicated by the name, this course consists of two interrelated themes or fields in the literature. During the first part of the course, the meaning of managing innovation projects from a knowledge perspective is explored and discussed. In relation to this, different perspectives, or schools, on project management (PM) and knowledge management (KM) are laid out and discussed. In a second part, the focus is put on PM through the following issues: How to organise, lead and manage projects? How to manage teams and inter organisational relations? How to manage risk? How to audit projects and to learn during and from projects? Within the third part of the course, the key term dealt with is KM. Our approach is an integrated perspective on KM, implying that the following issues are discussed: How to discover knowledge, generate, evaluate share and leverage knowledge within a group and within an organisation? At last, we return to the relatedness between PM and KM by discussing prerequisites for successful projects, as for example human aspects of sharing knowledge and implementing knowledge management initiatives (i.e. change management). During this part, we also recognize the organizational context of projects and of teams by discussing what characterizes project management in a learning organization.

Managing projects and teams strategically
Managing knowledge sharing and development

The course is directly linked to the course ‘Strategic Leadership and Brand Management’.

Teaching Methods
The course consists of lectures, seminars and case-works.

Knowledge Management - An Integrated Approach, Ashok Jashapara, 2004, Prentice Hall.
Project Management, Clifford F Gray and Erik W Larson, 2006, McgRaw-Hill

A selection of influential academic articles in the field of project management, innovation and knowledge management:
Fanggi Xu and Tudor Richards, A Predicted Development from Research into Creativity and Management , Creativity and Innovation Management, September 2007, Volume 16 Issue 3 Page 216-228,
Ming-Huei Chen, Entrepreneurial Leadership and New Ventures: Creativity in Entrepreneurial Teams
Creativity and Innovation Management,Sep2007, Vol. 16 Issue 3, p239-249
Seppo Hânnien and Ilkka Kauranen, A Multidimensional Product-Concept Model Enhancing Cross-Functional Knowledge Creation in the Product Innovation Process: The Case of the Suunto t6 Training Wrist Computer, Creativity and Innovation Management; Dec2006, Vol. 15 Issue 4, p400-409
Astrid Heidemann Lassen, Frank Gertsen and Jens Ove Riis, The Nexus of Corporate Entrepreneurship and Radical Innovation, Creativity and Innovation Management, December 2006 - Vol. 15 Issue 4, pages 359–372
Mats Holmquist, Managing Project Transformation in a Complex Context INCLUDEPICTURE "http://www.blackwell-synergy.com/templates/jsp/_synergy.2/images/free.gif" \* MERGEFORMATINET
Creativity and Innovation Management; Mar2007, Vol. 16 Issue 1, p46-52