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