Essential
Easterby-Smith, M., and Lyles, M.A. (2005) The Blackwell Handbook of Organizational Learning and Knowledge Management, Wiley Blackwell
Ichijo, K., and Nonaka, I. (Eds.) (2006) Knowledge creation and management: New challenges for managers, Oxford University Press

HARRISON, R. and KESSELS, J. (2004) Human resource development in a knowledge economy: an organisational view. Basingstoke: Palgrave Macmillan CIPD.
NEWELL, S., ROBERTSON, M. and SCARBOROUGH, H. (2002) Managing knowledge work. Basingstoke: Palgrave.
SCARBOROUGH, H. and CARTER, C. (2000) Investigating knowledge management. Research report, People and work. London: Chartered Institute of Personnel and Development.

100% Open Book Examination, measuring all Learning Outcomes.

Library
Online journals
CIPD

Other journals:
Knowledge Management Review
Journal of Knowledge Management
International Journal of Knowledge Management
Learning Organisation Journal.

Tutor lead learning support by recommended texts and articles. Student-centred learning will include case studies supported by background reading. Small group activity through which to practise application and develop wider discussion of issues and draw on student experience. Independent consolidation of understanding. Students will be expected to obtain supplementary information from a range of paper and electronic sources and key readings will be provided.

This module may be offered in block delivery, with concentrated learning sessions facilitated by an appropriate tutor. The use of action learning sets will be a major tool in enhancing the experience. Outside of this, time material will be available on the VLE (Blackboard) to support these contact sessions and to encourage deeper learning. Where appropriate, workplace mentors will support and encourage their learners with access to relevant company information and people.

1. Definitions and meanings of knowledge and knowledge management and associated epistemologies; meanings and theories of organisational learning and related critiques; connections and relationships between the two concepts; critical appraisals of the possibilities and limitations of żmanagingż organisational learning and knowledge.
2. The links between organisational structures, cultures, strategies and learning; processes of organisational learning and knowledge creation; patterns of communication and influence in organisations; the notions of learning climate and learning environments in organisations; links between organisational learning/knowledge management and processes of managerial control and HR practices; the notion of the learning organisation and associated critiques.
3. Identifying and specifying critical contextual factors; assessing and analysing the role and impact of contextual factors; the nature and content of knowledge management policies and strategies; connecting knowledge management strategies to processes of planned and unplanned, formal and informal organisational learning; the notions of creativity and innovation and their role in knowledge management; identifying the role and contribution of knowledge management policies, strategies and programmes in performance improvement in a range of contexts.
4. Securing and managing necessary resources; working collaboratively and effectively with others; the notion of stakeholders and its application in building support and commitment; mechanisms for knowledge capture, storage, dissemination and sharing; methods and techniques to promote and facilitate organisational learning; monitoring and evaluating knowledge management strategies.
5. Definitions and understandings of ethics including philosophical bases; the similarities and differences of notions of equality and diversity; notions of professionalism and professional practice; implications for and applications in knowledge management; rationales for and processes of CPD; a range of CPD methods.