Zeynep Erden Özkol: Catalogue data in Autumn Semester 2021 |
| Name | PD Dr. Zeynep Erden Özkol |
| Field | Management Science |
| Address | Dep. Management,Technolog.u.Ökon. ETH Zürich, WEV H 305 Weinbergstr. 56/58 8092 Zürich SWITZERLAND |
| zerden@ethz.ch | |
| Department | Management, Technology, and Economics |
| Relationship | Privatdozentin |
| Number | Title | ECTS | Hours | Lecturers | |
|---|---|---|---|---|---|
| 363-1028-00L | Entrepreneurial Leadership  Limited number of participants. Students apply for this course via the official website no later than August 23 (https://www.mtec.ethz.ch/studies/special-programmes/els.html). Once your application is confirmed, registration in myStudies is possible. | 4 credits | 3S | Z. Erden Özkol, S. Brusoni, T. Netland, P. Tinguely | |
| Abstract | This seminar provides master and PhD students at MTEC with the challenging opportunity of a real case on strategy, innovation and leadership in close collaboration with the top management of a leading Swiss manufacturing company: Georg Fischer. | ||||
| Learning objective | The general objective of the course is to enable MTEC students to develop leadership skills by dealing with real-world business problems, thinking critically about the concepts discussed in their study programs and learning how to apply these concepts to provide practical implications. It provides students with coaching and mentoring from senior leaders in the company and professors from D-MTEC to bridge the gap between theory and practice. | ||||
| Content | This seminar provides ambitious ETH students and doctoral candidates with a rewarding learning opportunity: a real case study of strategy and innovation in close collaboration with the top management of an outstanding company: Georg Fischer. What you can expect: You will work in teams on specific high priority assignments that flow from the company. Delving into the assignments you will both contribute to solving strategic issues and have an impact on their implementation at the company. To gain insight into the company and its culture you will receive briefings from senior management, conduct interviews with experts and run workshops with your case managers. In the final presentations you will pitch your findings to key stakeholders and top management representatives and receive valuable feedback. Furthermore you will be coached and supported by MTEC professors on the topics of project scoping, problem definition and solving, process improvement, strategy and board presentation. The course is directed and organised by PD Dr. Zeynep Erden and Dr. Isabel Spicker as part of the MTEC Leadership Development Programme. What we expect from you: You are an ambitious ETH student or doctoral candidate who is looking for a rewarding learning opportunity and is eager to go the extra mile. You will work on a real case study of strategy, technology and innovation in close collaboration with the senior management of an outstanding Swiss company. The recommendations that you formulate in collaboration with members of your team as well as with internal and external experts will be discussed at the Partner and Director levels. This demands a deep understanding of the company's leadership culture. In this endeavour you are coached and supported by - Stefano Brusoni, Chair of Technology and Innovation Management - Georg von Krogh, Chair of Strategic Management and Innovation - Torbjörn Netland, Chair of Production and Operations Management - Zeynep Erden, Vlerick Business School/ D-MTEC | ||||
| Literature | Literature and readings will be announced in the coaching sessions. | ||||
| Prerequisites / Notice | Please apply for this course via the official website (www.mtec.ethz.ch). Apply no later than August 22. The number of participants is limited to 18. ECTS: 4 Participants receive a certificate. | ||||
| 364-1013-02L | Perspectives on Organizational Knowledge | 1 credit | 1G | Z. Erden Özkol | |
| Abstract | This module aims to introduce major theoretical perspectives on organizational knowledge and to improve the competence of doctoral students to publish in relevant research areas. How knowledge is conceptualized and what aspects of knowledge are being studied depends on the epistemological and ontological assumptions accepted by researchers. | ||||
| Learning objective | This module aims: · to provide a basic understanding of key theoretical perspectives on organizational knowledge. · to provide insights on the research questions, methods, findings and implications of the selected papers. · to build skills in critically analyzing the literature. · to identify future directions in the area. | ||||
| Content | Given its prominence in the history of organization science, an impressive variety of theories have evolved that deals with organizational epistemology, the way of knowing in the organization (e.g., Brown & Duguid, 1991; Grant, 1996; Kogut & Zander, 1992; Lave & Wenger, 1991; Nonaka, 1994; Spender, 1996; Tsoukas, 1996; von Krogh et al., 1994). In this module, students will learn about various seminal contributions in the area of organizational knowledge and make connections between theory and empirical research, and identify the ongoing trends and future research directions. Session 1: Knowledge based view of the firm. Session 2: Knowledge sharing and transfer Session 3: Social practice view on knowledge and knowing | ||||
| Literature | Remark: The list might change. Students will be informed about the changes before the first session. - von Krogh G, Roos J, Slocum K. 1994. An essay on corporate epistemology. Strategic Management Journal, Summer Special Issue 15: 53-71. - Nonaka, I., 1994. A dynamic theory of organizational knowledge creation. Organization Science 5: 14-37. - Kogut, B., Zander, U., 1992. Knowledge of the firm, combinative capacities and the replication of technology. Organization Science 3: 383-397. - Grant, R. M. 1996. Toward a knowledge-based theory of the firm. Strategic Management Journal, 17: 109-122. - Spender, J.-C. 1996. Making knowledge the basis of a dynamic theory of the firm. Strategic Management Journal, 17: 45-62. - Szulanski, G. 1996. Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strategic Management Journal, 17: 27-43. - Osterloh, M. and B. Frey, 2000. Motivation, Knowledge Transfer and Organizational Forms, Organization Science, 11: 538-550. - Carlile, Paul Reuben. 2002. A pragmatic view of knowledge and boundaries: Boundary objects in new product development. Organization Science 13 442-455. - Hansen, M. T. 1999. The search-transfer problem: The role of weak ties in sharing knowledge across organization subunits. Admin. Sci. Quart. 44 82-111. - DeCarolis, D.M., D.L. Deeds. 1999. The impact of stocks and flows of organizational knowledge on firm performance: An empirical investigation of the biotechnology industry. Strategic Management Journal. 20(10) 953-968. - Brown JS, Duguid P. 2001. Knowledge and organization: a social practice perspective. Organization Science. 12: 198-213. - Cook SDN, Brown JS. 1999. Bridging epistemologies: the generative dance between organizational knowledge and organizational knowing. Organization Science. 10(4): 381-400. - Orlikowski, W. J. 2002. Knowing in practice: Enacting a collective capability in distributed organizing. Organization Science, 10: 249-273. - Nicolini, D. 2011. Practice As The Site Of Knowing: Insights From The Field Of Telemedicine. Organization Science. 22 (3): 602-620. - Ewenstein, B. & Whyte, J. 2009. Knowledge practices in design: The role of visual representations as 'epistemic objects'. Organization Studies, 30, 7-30. | ||||
| Prerequisites / Notice | In each session, students will have three assignments: 1) prepare for in-depth discussion of all papers. The students are supposed to read in advance all the papers that will be presented in the sessions. 2) critically review and discuss the assigned papers. Assignments will be done after participants confirm their presence. 3) submit in advance a short critique of the assigned papers - max 2 pages. | ||||