• Analyze and synthesize concrete problems within strategic change management by applying the concepts, theories, methods, and models to the course.
• Reflect upon the various change management perspectives, which are discussed as well as reflect upon the consequences of choosing one perspective as a dominant perspective.
• Link strategic, planning based, and interpersonal, aspects of change management.

In this course, we will explore how to work with change management and leadership. We will emphasize which organizational factors to include in concerns regarding the use of generic change management approaches, among these external or internal factors. The methodological approach to the course is case based in that we will work with change management cases. Starting with a generic instrumental approach, we will learn what it can bring of added value to change management. We will supplement this by exploring what cannot be captured in this perspective by bringing perspectives from resource dependency theory, institutional theory, and complexity theory to give a more nuanced picture of change management. Furthermore, we will raise the change management approach from a planning approach to a strategic discipline. The course contains a high degree of practice relevance through the use of case based learning. During the course, we will have guest teachers, among these a practitioner with experience with vast change management initiatives, a management consultant, and teachers with expertise in the field. The course is intensive and requires commitment and willingness from the students to enter into exploring and discussing real life cases in the light of the literature.

The course’s development of personal competences:

The course focuses on strategic competencies in analyzing change initiatives. However, it also provides inter-personal competencies through its collaborative form and focus as well as individual development.

Preliminary litterature:

Palmer, Ian, Richard Dunford, and Gib Akin. (2009) Managing Organizational Change – a Multiple Perspectives Approach. McGraw-Hill/Irwin. (412 pages)

Burnes, Bernard. (2004a) “Kurt Lewin and the planned approach to change: a re-appraisal.” Journal of Management Studies. Vol. 41, No. 6: 972-1002. (30 pages)

Chia, Robert. (1999) “A ‘Rhizomic’ Model of Organizational Change and Transformation: Perspective from a Metaphysics of Change.” British Journal of Management. Vol. 10: 209- 227. (20 pages)

Conger, Jay A. (2000) “Effective Change Begins at the Top.” In Beer & Nohria, Breaking the Code of Change. Harvard Business School Press. (20 pages)

Cooper, Robert. (1986) “Organization/Disorganization.” Social Science Information. Vol. 25, 2:299-335. (35 pages)

Huy, Quy Nguyen & Henry Mintzberg (2003). “The Rhythm of Change.” MIT Sloan Management Review. Vol. 44, no. 4: 79-84. (5 pages)

Huy, Quy Nguyen. (2001) “Time, Temporal Capability, and Planned Change.” Academy of Management Review. Vol. 26, No. 4: 601-623. (20 pages)

Nahapiet, Janine and Sumantra Ghoshal. (1998) “Social Capital, Intellectual Capital, and the Organizational Advantage.” Academy of Management Review. Vol. 23, No. 2: 242-266. (25 pages)

Ouchi, T., & Wilkins, A. (1985) “Organizational Culture.” Annual Review of Sociology. Vol. 11: 457-483. (30 pages)

Shaw, Patricia. (1997) “Intervening in the Shadow Systems of Organizations – Consulting from a Complexity Perspective.” Journal of Organizational Change Management. Vol. 10, No. 2: 235-250. (15 pages)

Stacey, Ralph. (2003a) “Organizations as Complex Responsive Processes of Relating.” Journal of Innovative Management. Vol. 8, No. 2, Winter 2002/2003. (20 pages)

Weick, Karl E. (2000) ”Emergent change as a Universal in Organizations.” In Beer & Nohria,

Breaking the Code of Change. Harvard Business School Press. (20 pages)