Semester 2 (Tallinn)

Course Coordinator: Sirje Virkus

Aims & Objectives

This module is designed to help students understand the value, nature, current practice and research in the field of information and knowledge management within the wider context of organisational, cultural, human resource and change management challenges. It helps to build awareness of how to build and successfully implement information and knowledge management strategies in digital environments, drawing on best practice principles and models. Information management focuses on the effective management of information, while knowledge management focuses on the effective transfer of tacit information or knowledge.

Course Content

Information and Knowledge Management (IKM) Module focuses on the effective gathering, organization, storage, creating, sharing, using and dissemination of information and knowledge within organization to enhance organizational performance. The module aims to facilitate the development of knowledge and understanding on information and knowledge management theories, practices, models and tools, and skills to effectively develop and implement IKM policies, strategies, frameworks, systems, tools and techniques within an organizational context. It also helps to understand the ties between information management and knowledge management, but also to value the role of knowledge in the development of the learning organization.

The core topic areas are divided into the five meta-categories:

• content,
• context,
• process,
• people, and
• information technology.

Syllabus Outline & Course Structure

• Development of the IKM. Historical traditions that have informed IKM theory and models.
• Dimensions and approaches towards the nature, role and value of IKM in organizations.
• Key concepts of IKM. Information. Knowledge. Knowledge typologies. Information Management. Knowledge Management. A Framework for Information and Knowledge Management.
• IKM Processes and Cycles: Information seeking, storage and retrieval, tools and techniques for information organization and dissemination. Knowledge Codification, Coordination, Transfer and Sharing.
• Knowledge Management Infrastructure: Organizational Culture. Information culture. organization structure, organisation’s information technology infrastructure, common knowledge, and physical environment.
• IKM Technologies and Systems: Knowledge application Systems. Knowledge Capture Systems. Knowledge Sharing Systems. Knowledge Discovery Systems. Information systems and design.
• Open Access models and knowledge sharing. Open Educational Resources. Social Software.
• IKM and organizational culture. Information culture: Exploration of differing values and attitudes to information in organisations. Critical factors for IKM success (creativity & innovation collaboration; communication; relationships, etc.)
• Strategic and planning issues, including ideas of intellectual capital.
• Information use through learning processes, networking and collaboration. Individual and social learning. Formal and informal learning in the context of mobile technologies. Learning and digital library.
• IKM and IL. Information-related competencies in education and in the workplace
• IKM tools and projects in practice. IKM and digital libraries.

The course will include a combination of lectures, group discussions, collaborative projects, and independent study.

Assessment

The Information and Knowledge Management module will be assessed as passed or failed based on three assignments and class participation. The assignments include a group case study analysis, a group literature review, and the creation of a learning object.

Reading List (subject to change)

• Becerra-Fernandez, I; Sabherwal, R. (2010). Knowledge Management Systems and Processes. Armonk (N.Y.) ; London : M.E. Sharpe.
• Dalkir, K. (2005). Knowledge Management in Theory and Practice. Butterworth Heinemann.
• Duffy, J. (1999). Harvesting Experience: Reaping the Benefits of Knowledge. Prairie Village, KS: ARMA International.
• Koenig, M. E. D, Srikantaiah, T. k. (eds.) (2004). Knowledge Management, Lessons Learned; What Works and What Doesn’t. Medford, N.J., Information Today Inc. for the American Society for Information Science and Technology.

Course Coordinator: Aira Lepik

Aims & Objectives

This module is designed for students to acquire knowledge and skills that will help them to understand the value, nature, current practice and research on human resource management the context of digital library. The Module aims to enable students to consider:

• Current practice and research on human resource management in the digital environment.
• The knowledge and skills required on the development of human resources in digital library.
• The main debates about the nature and direction of current trends in human resource management in the context of digital library.
• The skills required for study at master level.
• Their own development needs.

Course Content

The focus of the module Human Resource Management (HRM) is on the management of human resources, organisational change and development in the digital information environment. The module will provide students with a sound understanding of the HRM function and the contribution it makes to organisational effectiveness. It will also help develop the appropriate knowledge, competence and confidence to perform effectively in various roles of strategic influence in the information sector. The students will learn to understand the procedures and practices which help managing people effectively, including how to analyse ‘problems’ and to manage organisational change in a digital environment. The assessment will be based on a problem-based individual project.

Syllabus Outline & Course Structure

• Strategic HRM in digital library: external factors & internal environment. Strategic human resources planning.
• HRM & communication management: structure and dimensions of a digital library’s societal relationships.
• HRM & library change management: planning and implementing. LIS professional in the context of technological, economical and social changes.
• Organisational context of HRM in digital library. Implementation of HRM functions (managerial and operative functions) in digital library.
• Managing teamwork in digital library. Virtual teams. Cultural and intercultural dimensions.
• Critical HR issues and trends within libraries. Impact of the key HR challenges within a library. Attracting, developing and empowering HR in a library.
• Human resources in digital libraries: job analysis and design. Recruitment and selection. Retention and job satisfaction.
• Performance appraisal in digital library. Qualitative and quantitative aspects of job performance. Evaluation and performance appraisal.
• The Concept of Leadership. Leadership Attributes. Leadership Models. Leadership Dimensions. Leadership versus Management. Leadership in Traditional vs Digital Environment.
• Time management: Personal values and goals. Time logging. Time stealers. Time planning. Prioritising techniques. Scheduling tools.
• Entrepreneurship and entrepreneurial activities. Creation and management of a new business venture. Entrepreneurship from economic and management perspectives.
• Business plan development; business plan as decision-making tool; content and format of business plan.
• Marketing and marketing plan: product/market fit; segmenting markets, targeting and positioning; marketing strategies.
• HRM in Entrepreneurship: critical human factors; cultural differences and business outcomes.
• Finance aspects of Entrepreneurship: cost behaviour, contribution margin, the working capital cycle, cash management, cost-volume-profit analysis.

The course will include a combination of lectures, group discussions, collaborative projects, and independent study.

Assessment

The Human Resources Module will be assessed based on three assignments and class participation. The assignments include a group leadership presentation, a group business plan as part of a virtual entrepreneurship seminar, and an individual essay concerning a human resource management issue in digital libraries.

Reading List (subject to change)

• Cohn, J., Kelsey, A. Staffing the Modern Library: A How-to-do-it Manual. New York: Neal-Schuman Publishers, 2005.
• Human resource management in today’s academic library: meeting challenges and creating opportunities. Ed by J. Simmons-Welburn, B. McNeil. Westport: Libraries Unlimited, 2004.
• McKinlay, J., Williamson, V. The ART of People Management in Libraries. Oxford: Chandos, 2010.
• Stanley, M. Managing library employees: a how-to-do-it manual. 2nd ed. New York: Neal-Schuman Publishers, 2008.
• Allan, B. Supervising and Leading Teams in ILS. London: Facet, 2007
• Dressler, G. A Framework for Human Resource Management. 4th ed. Prentice Hall, 2005.
• Massey, K. Managing change and people in libraries. Oxford: Chandos, 2008.
• Oldroyd, M. Developing academic library staff for future success. 2nd ed. London: Facet, 2004
• Pantry, S. Managing stress and conflict in libraries. 3rd ed. London: Facet, 2007