A Case Study in Knowledge Management Education ‑ Historical Challenges and Future Opportunities pp199-213
Abstract: In 2001 Kent State University established a graduate level program that granted a Master of Science degree in Information Architecture and Knowledge Management. The Knowledge Management concentration was a cornerstone of that degree program. The Knowledge Management concentration has sustained and thrived over the past ten years, though the path has not always been easy or clear. This case study describes the challenges encountered and the solutions developed over the past ten years. The case study discusses nineteen challenges and their solutions, in hopes that other institutions may benefit from Kent State University’s lessons learned and successes. The case study highlights issues that arise as an academic program matures, including: curriculum development and design, administrative support and alignment, faculty credentials and credibility, and research support.
Keywords: knowledge management education, knowledge management curriculum, course design, experiential learning, student learning models, knowledge management faculty credentials
Keywords: innovation matrix, innovation index, measure of innovation, agricultural firms, innovation drivers, transactional model, knowledge management education, knowledge management curriculum, course design, experiential learning, student learning models, knowledge management faculty credentials, intellectual capital, human capital, structural capital, relationship capital, integrators, human capital, human resource value measurement, intangible assets, knowledge sharing, psychological capital, relational view of the firm, value adding web concept, absorptive capacity, social capital, tacit knowledge, knowledge use, knowledge transferability, knowledge strategy, knowledge codification, technological advancement, human intellectual capital, innovativeness, intangible assets, leadership, trust, vitality, innovating management, competitive intelligence, intellectual capital, intangible assets, knowledge economy, Brazil, oil and gas, SMEs, knowledge management, knowledge transfer, knowledge captu