Zeynep Erden Özkol: Catalogue data in Autumn Semester 2019
|Name||PD Dr. Zeynep Erden Özkol|
ETH Zürich, WEV H 305
|Department||Management, Technology, and Economics|
|363-1028-00L||Entrepreneurial Leadership |
Limited number of participants.
Students apply for this course via the official website (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, P. Baschera, S. Brusoni, S. Feuerriegel, T. Netland, G. von Krogh|
|Abstract||This seminar provides master students at MTEC with the challenging opportunity of a real case on strategy, innovation and leadership in close collaboration with the top management of leading Swiss technology company.|
|Objective||In your team, you will work on a specific assignment that flows from the current strategic agenda of the board. While gaining substantial insights into the structure, dynamics and challenges of the industry, you immerse into the business model and strategic landscape of the corporate partner. You visit their headquarter, conduct interviews with members of the management team as well as internal and external experts before you discuss your ideas with top executives. To secure impact, it is key that you formulate your recommendations from a deep understanding of the authentic leadership culture of the corporate partner.|
|Content||In this endeavour you are coached and supported by |
- Michael Ambühl, Chair of Negotiation and Conflict Management
- Pius Baschera, former Chair of Entrepreneurship
- Stefano Brusoni, Chair of Technology and Innovation Management
- Stephan Herting, Chair of Strategic Management and Innovation
- Volker Hoffmann, Chair of Sustainability and Technology
- Torbjörn Netland, Chair of Production and Operations Management
- Claude Siegenthaler, Business School Lausanne / The St. Gallen MBA
|Prerequisites / Notice||Please apply for this course via the official website (www.mtec.ethz.ch). Apply no later than August 25. |
The number of participants is limited to 18.
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.|
|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.