ISLA Santarém 27876

Knowledge and Innovation Management

• ApresentaçãoPresentation

     
• ProgramaProgramme

  1. Knowledg e-based competitiveness 1.1 Types of knowledge 1.2 Knowledge management 2. Learning organization as a source of innovation 2.1 Management as a philosophy of action and strategic direction 2.2 Organizational action and learning 2.3 The company as the main agent of knowledge creation 2.4 Building the learning organization 2.5 Creation and transfer of knowledge 2.6 Ability to absorb as a competitive advantage 3. Sources and types of innovation 3.1 Culture in support of innovation 3.2 Sources of innovation 3.3 Types of innovation 4. Hypercompetition and technological discontinuity 4.1 Temporary competitive advantages 4.2 Technological discontinuity 5. Technological leadership 6. Development of new products
• ObjectivosObjectives

  O1. Present the essential concepts in a process of knowledge management and innovation; O2. Identify the sources of innovation of the company and its diffusion; O3. Identify competitive discontinuities in the Market; O4. Identify the appropriate time of entry of the technology in the Market. O5. Provide students with knowledge that allows them to build a competitive advantage based on innovation; At the end of the curricular unit students should be able to: C1. Understand the functioning of a knowledge management process. C2. Know how to create and implement a Knowledge Management model; C3. Identify the nature of the knowledge and the types of innovation devel oped by the companies; C4. Mastering the process of technological innovation according to the value created in the network; C5. Produce documents following the rules of scientific writing.
• BibliografiaBibliography

  Dalkir, K. (2023). Knowledge Management in Theory and Practice (4th ed.). MIT Press. Liebowitz, Jay (2020). Building Organizational Intelligence, A Knowledge Management Primer. Taylor & Francis.  Martins, J. M. (2024). Gestão do Conhecimento: Criação e Transferência de Conhecimento (2ª ed.). Sílabo.  Soltanifar, M., Hughes, M. & Göcke, L. (2023). Digital Entrepreneurship Impact on Business and Society. Springer
• MetodologiaMethodology

  1. Theoretical/practical classes: exposure of concepts, discussion and application of syllabus in various contexts. 2. Case Studies, as a way of consolidating theoretical material by studying its application.
• LínguaLanguage

  Português
• TipoType

  Semestral
• ECTS

  6
• NaturezaNature

  Mandatory
• EstágioInternship

  Não
• AvaliaçãoEvaluation

  Avaliação curricular (contínua):
  A avaliação curricular é composta pela realização de dois trabalhos, grupo e individual, em que são aplicados os principais conteúdos programáticos.
  A avaliação final é orientada pelos mesmos objetivos e baseia-se num exame (100%) integrando a componente teórica e a componente prática da unidade curricular.
  Fórmula de cálculo:- TP (Trabalho de Pesquisa Individual) - 50%- TP (Trabalho de Pesquisa Grupo) - 50%
  Todos os estudantes que neste regime de avaliação tenham obtido média inferior a 9,50 valores são avaliados em avaliação final.
  Avaliação final:
  Nas épocas normal, de recurso e especial a avaliação será orientada pelos mesmos objetivos e baseia-se num exame (100%) integrando a componente teórica e a componente prática da unidade curricular.