This document provides the syllabus for a Knowledge Management course offered by Occidental Mindoro State College. The syllabus outlines the course description, objectives, topics, activities, assessments and policies. The course aims to equip students with an understanding of knowledge management principles and strategies, and their application to development programs. Over 18 weeks, students will learn about knowledge management theories, tools, processes and challenges. Assessments include quizzes, activities, presentations, exams and a final knowledge management plan project. The syllabus adheres to the college's vision of developing globally competitive and lifelong learners.

1. Reference No.: OMSC-Form-COL-13 Effectivity Date: January 07, 2022 Revision No.02
Republic of the Philippines
OCCIDENTAL MINDORO STATE COLLEGE
San Jose, Occidental Mindoro
Website: www.omsc.edu.ph Email address: omsc_9747@yahoo.com
Tele/Fax: (043) 491-1460
College of Arts, Sciences & Technology
BACHELOR OF SCIENCE IN DEVELOPMENT COMMUNICATION
OBE COURSE SYLLABUS
OMSC VISION
A premier higher education institution that develops globally competitive, locally responsive, innovative professional and lifelong learners.
OMSC MISSION
OMSC is committed to produce intellectual and human capital by developing excellent graduates through outcomes-based instruction, relevant research ,responsive
technical advisory services ,community engagement, and sustainable production
COLLEGE OF ARTS, SCIENCES, AND TECHNOLOGY GOAL
The College of Arts, Sciences, and Technology aims to provide excellent education to students equipped with the necessary knowledge and skills in their specialized
profession.
COURSE TITLE: Knowledge Management
COURSE DESCRIPTION: Principles, processes and strategies of identifying, capturing, analyzing, storing, and sharing knowledge within an organization.
These elements are facilitated by the use of ICT (CMO No. 36, s. 2017).
COURSE CODE: RC2202
CREDIT UNITS: 3
PREREQUISITES: None
PROGRAM GOAL:
This program aims to equip students with the knowledge and skills needed in teaching, managing, and implementing communication programs for development.
PROGRAM OUTCOMES:
Graduates of BS Development Communication are able to
 Develop a critical understanding of development perspective;

2. Reference No.: OMSC-Form-COL-13 Effectivity Date: January 07, 2022 Revision No.02
 Define and access information needs; assess and organize information and knowledge; produce, share, and utilize information and knowledge
 Apply communication theories /models, principles, practices and tools in development work.
 Develop a communication program/plan
 Demonstrate effective interpersonal skills as a linker, networker and mediator.
 Communicate in different formats and plat forms (print, broadcast and online)
 Develop and produce multi-media materials
 Demonstrate program management and leadership skills;
 Develop entrepreneurial capabilities;
 Adhere to ethical standards and practices;
 Know and practice rights and responsibilities and accountabilities in the communication process profession; and
 Integrate technical knowledge (eg. Biological Science, Physical Science, Health Science, and Applied Science
COURSE OUTCOMES:
At the end of the course, the students should :
1. Understand the importance of knowledge management in development.
2. Apply knowledge management theories in developmental programs.
3. Distinguish the different knowledge management tools and strategies for development.
4. Propose a KM development effort in organizations.
COURSE OUTLINE
Week Desired Learning
Outcomes
Course Content Textbooks/
References
Teaching/Learning
Activities
Resource Materials Assessment
1 Familiarize the
students with the
OMSC VMGO,
Quality Policy and
College’s goals.
VMGO of OMSC
GAD Topic on Republic Act No.
9344, as amended by RA 10630,
defines the “Juvenile Justice and
Welfare Act
Quality Policy Manual
Student Handbook
PCW Reading on RA
10630 Materials
 Discussion  Student Handbook
 Official
Website/Page of
the Institution
 Creative
representation of
the student’s
understanding of
the VMGO &
RA 10630
2-4
Understand the
importance of
knowledge
management in
development.
I. Introduction to Knowledge
Management (KM)
-Understanding Knowledge
-Definition of KM
-Importance of KM
-Nature of KM
Alavi, M. & Leidner, D.E.
(2001). Knowledge
Management and
Knowledge Management
Systems: Conceptual
Foundations and
Research Issues. MIS
 Lecture
 Discussion
 Research
 Online Videos
 Group Work
 Games
 Online Platforms
 Journal Articles
 E-Learning Sites
 FB Group Chat
 Google Drive
 Videos/AVP
 1st Case Study
Nonaka, I., & Takeuchi,
H. (1995). The
knowledge creating
company: How
Japanese companies
create the dynamics of
innovation.

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- Elements of KM: People; Process;
and – Technology
- KM for Individuals,
Communities, and Organizations
Quarterly, 25(1):107-
136.
Dalkir, K. (2011).
Knowledge Management
in Theory and Practice
(2nd edition).
Cambridge,
Massachusetts: The MIT
Press
Danijela J. D. (2011). The
importance of knowledge
management in
organizations – with
emphasis on the balanced
scorecard learning and
growth perspective.
Management, knowledge
and learning international
conference.
https://ideas.repec.org/h/i
sv/mklp11/33-43.html
 Quiz
 Activity
5-6
Apply KM theories
and practice in
developmental
programs
II. Theoretical Foundation and
Models of Knowledge
Management (KM)
- Major Theoretical KM Models
-Von Krogh and Roos Model of
Organizational Epistemology
- Nonaka & Takeuchi Knowledge
Spiral Model
- Choo Sense-Making KM Model
- ISO/DIS 30401
Baskerville, R. &
Dulipovici, A. (2006).
The Theoretical
Foundations of
Knowledge
Management.
Knowledge
Management Research
and Practice. 4.
10.1057/palgrave.kmrp.
8500090.
ISO DIS 30401, 2017
Edition, November 23,
2017- KNOWLEDGE
MANAGEMENT
SYSTEMS
 Lecture
 Discussion
 Research
 Online Videos
 Group Work
 Online course
 Journal Articles
 E-Learning Sites
 FB Group Chat
 Google Drive
 Videos/AVP
 Quiz
 Activity on
compilation of
KM Theories

4. Reference No.: OMSC-Form-COL-13 Effectivity Date: January 07, 2022 Revision No.02
7-8
Determine the
different KM tools
used.
III. Knowledge Management
Tools
- Knowledge Capture and Creation
Tools
-Knowledge Sharing and
Dissemination Tools
Dalkir, K. (2011).
Knowledge
Management in Theory
and Practice (2nd
edition). Cambridge,
Massachusetts: The
MIT Press
 Lecture
 Discussion
 Research
 Online Videos
 Group Work
 Games
 Journal Articles
 E-Learning Sites
 FB Group Chat
 Google Drive
 Videos/AVP
 Quiz
 Activity
9th week-Midterm Examination
10-13
Distinguish the
different knowledge
management tools
and strategies for
development
III. Knowledge Management
(KM) Process, Strategy & Systems
- Knowledge Capture
-KM Process
-KM Systems
-KM Strategy
Dalkir, K. (2011).
Knowledge Management
in Theory and Practice
(2nd edition).
Cambridge,
Massachusetts: The MIT
Press
Mcinerney, C. & Koenig,
M. (2011). Knowledge
Management (KM)
Processes in
Organizations:
Theoretical Foundations
and Practice.
10.2200/S00323ED1V01
Y201012ICR018.
 Lecture
 Discussion
 Research
 Online Videos
 Group Work
 Games
 Journal Articles
 E-Learning Sites
 FB Group Chat
 Google Drive
Videos/AVP
 2nd Case Study:
Watson, I.
(2003). Applying
Knowledge
Management.
Techniques for
Building
Corporate
Memories. San
Francisco:
Morgan
Kaufmann
Publisher.
Chapter 3
14-17
Discuss the
challenges and
issues of concern in
implementing KM
IV. Knowledge Management
(KM) Challenges, Solutions and
Technologies
-Barriers to KM
- Future Challenges for KM
-Technologies used in KM
De Long, D.W. and Fahey,
L. (2000) Diagnosing
cultural barriers to
knowledge management.
Academy of
Management Executive
14(4),113–127.
 Lecture
 Discussion
 Research
 Online Videos
 Group Work
 Games
Journal Articles
E-Learning Sites
FB Group Chat
Google Drive
Videos/AVP
 Quiz
 Activity- Craft
a KM Plan
18th week- Final Examination

5. Reference No.: OMSC-Form-COL-13 Effectivity Date: January 07, 2022 Revision No.02
SUGGESTED LEARNING RESOURCES:
Alavi, M. & Leidner, D.E. (2001). Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues. MIS Quarterly,
25(1):107-136.
Baskerville, R. & Dulipovici, A. (2006). The Theoretical Foundations of Knowledge Management. Knowledge Management Research and Practice. 4.
10.1057/palgrave.kmrp.8500090.
Dalkir, K. (2011). Knowledge Management in Theory and Practice (2nd edition). Cambridge, Massachusetts: The MIT Press
Danijela J. D. (2011). The importance of knowledge management in organizations – with emphasis on the balanced scorecard learning and growth perspective.
Management, knowledge and learning international conference. https://ideas.repec.org/h/isv/mklp11/33-43.html
Desouza, K. C. (2011). An introduction to knowledge management. In: K. C. Desouza and S.Paquette (Eds.), Knowledge Management: An Introduction (pp. 3-34).
New York: NY: Neal-Schuman Publishers, Inc
De Long, D.W. and Fahey, L. (2000) Diagnosing cultural barriers to knowledge management. Academy of Management Executive 14(4),113–127.
Frappaolo, C. (1998) Defining knowledge management: four basic functions. Computerworld 32(8), 80.
Grossman, M, (2007). The emerging academic discipline of knowledge management. Journal of information systems education.
Mcinerney, C. & Koenig, M. (2011). Knowledge Management (KM) Processes in Organizations: Theoretical Foundations and Practice.
10.2200/S00323ED1V01Y201012ICR018.
Ramadan, B. M., Dahiyat, S. E., Bontis, N., & Al-Dalahmeh, M. A. (2017). Intellectual capital, knowledge management and social capital within the ICT sector in
Jordan. Journal of Intellectual Capital, 18(2), 437-462.
Sharabati, A. A. A., Naji Jawad, S., & Bontis, N. (2010). Intellectual Capital and Business Performance in the pharmaceutical sector of Jordan. Management
Decision, 48(1), 105-131.
Tan, M. , Chaudhry, A. S. & Lee, C. (2009). Establishing the taxonomy of knowledge management: An analysis of the structural components of the discipline.
International Journal of Knowledge, Culture and Change Management, 9(3), 177-196.

6. Reference No.: OMSC-Form-COL-13 Effectivity Date: January 07, 2022 Revision No.02
Wang, Wang, & Liang (2014). Knowledge sharing, intellectual capital and firm performance, Management Decision, 52(2), 230-258.
Zack, M., McKeen, J. & Singh, S. (2009). Knowledge management and organizational performance: an exploratory analysis. Journal of knowledge management,
13(6)
COURSE
REQUIREMENTS
Class standing/ Lecture
 Attendance
 Quizzes
 Activities (including Attendance to webinar and E-course)
 Research work
 Midterm/Final Examination
Project
 Creative Presentation of KM (Mideterm)
 Knowledge Management Plan (Final Term)
GRADING SYSTEM
Mid-Term/Final Examination =40%
Class Standing =50%
Project =10%
100%
*Final Rating = Midterm (40%) + Final Term (60%)
COURSE POLICIES
Expectations from student:
The student’s responsibility is to come to each class prepared. S/he is also expected to take all examinations on the date
scheduled. S/he should read the assigned problems prior to class. S/he is expected to attend each class and participate
actively in the discussions.
Submission of requirements:
Submitted requirements will be evaluated as follows: Submission, Cleanliness, orderliness, format is 20%; Content or
accuracy of output including attitude towards work is 80%. Failure to submit required output will be given a grade of
65%.
Incomplete Grades
No final examination or its equivalent (conduct of extension) will be automatically given incomplete grade. Incomplete
grade should be complied within one year.

7. Reference No.: OMSC-Form-COL-13 Effectivity Date: January 07, 2022 Revision No.02
Academic Dishonesty
All students are expected to be academically honest. Cheating, lying and other forms of unethical behavior will not be
tolerated. Any student found guilty of cheating in examinations or plagiarism in submitted course requirements will
receive a failing grade in the course requirement or in the course.
Policy on absences
The allowed number of absences is 10% of the total class hours. It is the responsibility of the student to monitor her/his
own tardy incidents and absences that might accumulate leading to a grade of “Dropped.” It is also his/her responsibility
to consult with the instructor, program head or dean should her/his case be of special nature.
Policies stipulated in Colleges manuals will be strictly followed.
Prepared by:
MARY YOLE APPLE
DECLARO- RUEDAS
Associate Professor V
Consultation Hours:
M 1:00-4:00 pm
Noted:
LEOMAR CHRISTIAN NIELO
Program Head, BS DevCom
Recommending Approval:
MARICRIS M. USITA, EdD
Dean, College of Arts, Sciences and Technology
Approved:
NORMA B. MUYOT, ChE, EdD
Vice President for Academic Affairs