日本語 English
| 開講年度/ Academic YearAcademic Year |
20262026 |
| 科目設置学部/ CollegeCollege |
経営学研究科/Graduate School of BusinessGraduate School of Business |
| 科目コード等/ Course CodeCourse Code |
KN213/KN213KN213 |
| テーマ・サブタイトル等/ Theme・SubtitleTheme・Subtitle |
Organizational Knowledge Creation and Innovation |
| 授業形態/ Class FormatClass Format |
対面（全回対面）/Face to face (all classes are face-to-face)Face to face (all classes are face-to-face) |
| 授業形態（補足事項）/ Class Format (Supplementary Items)Class Format (Supplementary Items) |
All sessions are face-to-face |
| 授業形式/ Class StyleCampus |
講義/LectureLecture |
| 校地/ CampusCampus |
池袋/IkebukuroIkebukuro |
| 学期/ SemesterSemester |
春学期1/Spring Semester1Spring Semester1 |
| 曜日時限・教室/ DayPeriod・RoomDayPeriod・Room |
水3/Wed.3 Wed.3 , 水4/Wed.4, Wed.4 ログインして教室を表示する（Log in to view the classrooms.） |
| 単位/ CreditsCredits |
22 |
| 科目ナンバリング/ Course NumberCourse Number |
MIB6201 |
| 使用言語/ LanguageLanguage |
英語/EnglishEnglish |
| 履修登録方法/ Class Registration MethodClass Registration Method |
科目コード登録/Course Code RegistrationCourse Code Registration |
| 配当年次/ Assigned YearAssigned Year |
配当年次は開講学部のR Guideに掲載している科目表で確認してください。配当年次は開講学部のR Guideに掲載している科目表で確認してください。 |
| 先修規定/ Prerequisite RegulationsPrerequisite Regulations |
|
| 他学部履修可否/ Acceptance of Other CollegesAcceptance of Other Colleges |
履修登録システムの『他学部・他研究科履修不許可科目一覧』で確認してください。 |
| 履修中止可否/ Course CancellationCourse Cancellation |
－（履修中止制度なし/ No system for cancellation) |
| オンライン授業60単位制限対象科目/ Online Classes Subject to 60-Credit Upper LimitOnline Classes Subject to 60-Credit Upper Limit |
|
| 学位授与方針との関連/ Relationship with Degree PolicyRelationship with Degree Policy |
各授業科目は、学部・研究科の定める学位授与方針（DP）や教育課程編成の方針（CP）に基づき、カリキュラム上に配置されています。詳細はカリキュラム・マップで確認することができます。 https://www.rikkyo.ac.jp/about/disclosure/educational_policy/business.html |
| 備考/ NotesNotes |
In today’s VUCA (Volatile, Uncertain, Complex, and Ambiguous) world, organizations must continuously create new knowledge to generate sustainable value. Innovation is no longer driven solely by analytical planning, but by dynamic processes of knowledge creation, collective learning, and wise leadership.
This course explores how organizations create knowledge and foster innovation through frameworks such as the SECI model, Ba, communities of practice, agile development, design thinking, and wise leadership. By integrating theory, case discussions, workshops, and a final group project, students will develop both conceptual rigor and practical capabilities.
Upon successful completion of the course, students will be able to:
1) Explain and critically analyze key theories of organizational knowledge creation and innovation, including SECI, Ba, communities of practice, agile knowledge creation, and wise leadership;
2) Apply these theories to real-world cases of technological, organizational, and social innovation;
3) Design an innovation proposal that integrates knowledge creation processes, ecosystem thinking, and leadership considerations;
4) Reflect on their role as knowledge-creating leaders in complex, uncertain, and multicultural environments.
The course emphasizes dialogue-based learning and cross-cultural perspectives, reflecting the global composition of the class. This is an active-learning course combining lectures, case discussions, experiential workshops, guest talks, and a final group innovation project.
Students will:
1) Examine foundational theories of organizational knowledge creation and innovation;
2) Analyze global cases from private, public, and social sectors;
3) Experience the dynamics of tacit knowledge sharing through dialogue-based exercises;
4) Develop and present an original innovation proposal grounded in knowledge creation theory;
5) Engage in reflective discussions on leadership and collective intelligence in VUCA contexts.
Cases listed in the schedule are tentative and subject to change. Guest speakers may be arranged depending on availability.
| 1 | Introduction – Knowledge Creation in a VUCA World ・Course overview and expectations ・Innovation beyond analytical management ・Introduction to the final group project |
| 2 | Theory 1 – Knowledge, Tacit Knowledge, and SECI ・Tacit vs. explicit knowledge ・SECI model and knowledge spiral ・Application exercise |
| 3 | Case Discussion – Customer-Centered Knowledge Creation (Tentative cases: Toyota/Lexus, IDEO, Starbucks) ・Creating value through customer insight ・Identifying SECI processes |
| 4 | Theory 2 – Ba and Knowledge Ecosystems ・Originating, Dialoguing, Systemizing, Exercising Ba ・Digital and cross-cultural Ba ・Ecosystem thinking |
| 5 | Case Discussion – Technological Innovation and Transformation (Tentative cases: Fujifilm, Apple, Tesla) ・Exploration vs. exploitation ・Knowledge recombination and dynamic capability |
| 6 | Theory 3 – Agile Scrum, and Communities of Practice ・Agile as knowledge creation ・Psychological safety ・Mini sprint simulation |
| 7 | Workshop – Generating Innovation Ideas ・Design thinking × SECI ・Problem framing and empathy ・Project ideation |
| 8 | Guest Speaker (TBD) ・Practitioner perspective on innovation ・Interactive discussion |
| 9 | Theory 4 – Wise Leadership and Phronesis ・Practical wisdom in uncertain environments ・Ethical judgment and value creation ・Leadership as knowledge enabler |
| 10 | Case Discussion – Leading Organizational Change (Tentative cases: Microsoft, Netflix, Nintendo) ・Culture transformation ・Leadership and knowledge climate |
| 11 | Theory 5 – Social Innovation and Knowledge for Society ・Innovation for the common good ・Cross-sector collaboration ・Sustainability, resilience, and regeneration |
| 12 | Guest Speaker (TBD) ・Social entrepreneur or innovation leader ・Project feedback |
| 13 | Project Coaching and Integration ・Group consultation ・Peer feedback |
| 14 | Final Presentations and Course Wrap-up ・Group innovation presentations ・Reflection and integration discussion |
板書 /Writing on the Board
スライド（パワーポイント等）の使用 /Slides (PowerPoint, etc.)
上記以外の視聴覚教材の使用 /Audiovisual Materials Other than Those Listed Above
個人発表 /Individual Presentations
グループ発表 /Group Presentations
ディスカッション・ディベート /Discussion/Debate
実技・実習・実験 /Practicum/Experiments/Practical Training
学内の教室外施設の利用 /Use of On-Campus Facilities Outside the Classroom
校外実習・フィールドワーク /Field Work
上記いずれも用いない予定 /None of the above
| 補足事項 (Supplementary Items) |
|---|
| Students may be asked to facilitate and/or lead the discussions in class. |
At Rikkyo university, one credit is defined as 45 hours of study (including class time). Based on this, students are expected to engage in both pre-class preparation and post-class review.
Students are requested to read material and/or watch videos, contribute to case discussions in class, and submit assignments as instructed by the designated due. Also, given that there is a course-long project, students are expected to work in teams on their project between the sessions. Details are to be advised in class.
| 種類 (Kind) | 割合 (%) | 基準 (Criteria) |
|---|---|---|
| 平常点 (In-class Points) | 100 |
Class Participation & Case Contribution(20%) Individual Reflection Memos (3 submissions)(30%) Group innovation Project Report (20%) Final Presentation(30%) |
| 備考 (Notes) | ||
| その他 (Others) | |||||
|---|---|---|---|---|---|
| To be advised in class. |
| その他 (Others) | |||||
|---|---|---|---|---|---|
| To be advised in class. |
Be able to actively engage in and enjoy group work and class discussions.
Notebook PC or Tablet PC
This is a sister course to Advanced Seminar in Global Business 16 - as such, these courses are advised to be taken together.
Policy on the Use of Generative AI will be instructed in the first session.
In today’s VUCA (Volatile, Uncertain, Complex, and Ambiguous) world, organizations must continuously create new knowledge to generate sustainable value. Innovation is no longer driven solely by analytical planning, but by dynamic processes of knowledge creation, collective learning, and wise leadership.
This course explores how organizations create knowledge and foster innovation through frameworks such as the SECI model, Ba, communities of practice, agile development, design thinking, and wise leadership. By integrating theory, case discussions, workshops, and a final group project, students will develop both conceptual rigor and practical capabilities.
Upon successful completion of the course, students will be able to:
1) Explain and critically analyze key theories of organizational knowledge creation and innovation, including SECI, Ba, communities of practice, agile knowledge creation, and wise leadership;
2) Apply these theories to real-world cases of technological, organizational, and social innovation;
3) Design an innovation proposal that integrates knowledge creation processes, ecosystem thinking, and leadership considerations;
4) Reflect on their role as knowledge-creating leaders in complex, uncertain, and multicultural environments.
The course emphasizes dialogue-based learning and cross-cultural perspectives, reflecting the global composition of the class. This is an active-learning course combining lectures, case discussions, experiential workshops, guest talks, and a final group innovation project.
Students will:
1) Examine foundational theories of organizational knowledge creation and innovation;
2) Analyze global cases from private, public, and social sectors;
3) Experience the dynamics of tacit knowledge sharing through dialogue-based exercises;
4) Develop and present an original innovation proposal grounded in knowledge creation theory;
5) Engage in reflective discussions on leadership and collective intelligence in VUCA contexts.
Cases listed in the schedule are tentative and subject to change. Guest speakers may be arranged depending on availability.
| 1 | Introduction – Knowledge Creation in a VUCA World ・Course overview and expectations ・Innovation beyond analytical management ・Introduction to the final group project |
| 2 | Theory 1 – Knowledge, Tacit Knowledge, and SECI ・Tacit vs. explicit knowledge ・SECI model and knowledge spiral ・Application exercise |
| 3 | Case Discussion – Customer-Centered Knowledge Creation (Tentative cases: Toyota/Lexus, IDEO, Starbucks) ・Creating value through customer insight ・Identifying SECI processes |
| 4 | Theory 2 – Ba and Knowledge Ecosystems ・Originating, Dialoguing, Systemizing, Exercising Ba ・Digital and cross-cultural Ba ・Ecosystem thinking |
| 5 | Case Discussion – Technological Innovation and Transformation (Tentative cases: Fujifilm, Apple, Tesla) ・Exploration vs. exploitation ・Knowledge recombination and dynamic capability |
| 6 | Theory 3 – Agile Scrum, and Communities of Practice ・Agile as knowledge creation ・Psychological safety ・Mini sprint simulation |
| 7 | Workshop – Generating Innovation Ideas ・Design thinking × SECI ・Problem framing and empathy ・Project ideation |
| 8 | Guest Speaker (TBD) ・Practitioner perspective on innovation ・Interactive discussion |
| 9 | Theory 4 – Wise Leadership and Phronesis ・Practical wisdom in uncertain environments ・Ethical judgment and value creation ・Leadership as knowledge enabler |
| 10 | Case Discussion – Leading Organizational Change (Tentative cases: Microsoft, Netflix, Nintendo) ・Culture transformation ・Leadership and knowledge climate |
| 11 | Theory 5 – Social Innovation and Knowledge for Society ・Innovation for the common good ・Cross-sector collaboration ・Sustainability, resilience, and regeneration |
| 12 | Guest Speaker (TBD) ・Social entrepreneur or innovation leader ・Project feedback |
| 13 | Project Coaching and Integration ・Group consultation ・Peer feedback |
| 14 | Final Presentations and Course Wrap-up ・Group innovation presentations ・Reflection and integration discussion |
板書 /Writing on the Board
スライド（パワーポイント等）の使用 /Slides (PowerPoint, etc.)
上記以外の視聴覚教材の使用 /Audiovisual Materials Other than Those Listed Above
個人発表 /Individual Presentations
グループ発表 /Group Presentations
ディスカッション・ディベート /Discussion/Debate
実技・実習・実験 /Practicum/Experiments/Practical Training
学内の教室外施設の利用 /Use of On-Campus Facilities Outside the Classroom
校外実習・フィールドワーク /Field Work
上記いずれも用いない予定 /None of the above
| 補足事項 (Supplementary Items) |
|---|
| Students may be asked to facilitate and/or lead the discussions in class. |
At Rikkyo university, one credit is defined as 45 hours of study (including class time). Based on this, students are expected to engage in both pre-class preparation and post-class review.
Students are requested to read material and/or watch videos, contribute to case discussions in class, and submit assignments as instructed by the designated due. Also, given that there is a course-long project, students are expected to work in teams on their project between the sessions. Details are to be advised in class.
| 種類 (Kind) | 割合 (%) | 基準 (Criteria) |
|---|---|---|
| 平常点 (In-class Points) | 100 |
Class Participation & Case Contribution(20%) Individual Reflection Memos (3 submissions)(30%) Group innovation Project Report (20%) Final Presentation(30%) |
| 備考 (Notes) | ||
| その他 (Others) | |||||
|---|---|---|---|---|---|
| To be advised in class. |
| その他 (Others) | |||||
|---|---|---|---|---|---|
| To be advised in class. |
Be able to actively engage in and enjoy group work and class discussions.
Notebook PC or Tablet PC
This is a sister course to Advanced Seminar in Global Business 16 - as such, these courses are advised to be taken together.
Policy on the Use of Generative AI will be instructed in the first session.