2013/2014 KAN-CM_E102 Designing Innovative Organizations
English Title | |
Designing Innovative Organizations |
Course information |
|
Language | English |
Exam ECTS | 7.5 ECTS |
Type | Elective |
Level | Full Degree Master |
Duration | One Quarter |
Course period | Autumn, Second Quarter
Changes in course schedule may occur Thursday 09.50-13.20, week 44-46, 48-50 Friday 12.35-16.05, week 47 Thursday 09.50-14.15, week 51 |
Time Table | Please see course schedule at e-Campus |
Max. participants | 40 |
Study board |
Study Board for MSc in Economics and Business
Administration
|
Course coordinator | |
|
|
Administrative
contact: Karina Ravn Nielsen, LPF/MPP,
electives.lpf@cbs.dk, direct phone 3815 3782 |
|
Main academic disciplines | |
|
|
Last updated on 06-05-2013 |
Learning objectives | |||||||||||||||||||||
be more adept at applying the design
methods and theories given in the course to a particular
organization. Specifically, they should be able to:
1) understand and assess the innovation capabilities of a given organization 2) use these methods and perspectives to develop credible and compelling organizational design alternatives 3) suggest credible and compelling forms of design implementation
|
|||||||||||||||||||||
Examination | |||||||||||||||||||||
|
|||||||||||||||||||||
Course content and structure | |||||||||||||||||||||
Common knowledge holds that innovation is essential to
organizational health and survival, a belief recently confirmed by
large-scale, global studies that show strong causative
relationships between organizational innovation, longevity, and
long term
success[1]. Getting to
innovation requires a search for, and the incorporating of
“valuable difference”— unusual ideas, processes, markets,
operations, strategies. Yet, difference doesn’t sit well with
organizational imperatives for predictability and continuity. As
Rosabeth Moss
Kanter[2]notes:
[1]cf. Keller, S. and
Price, C. 2011. Beyond performance: How great organizations
build ultimate competitive advantage. London: Wiley.
[2]Kanter, R. M. 1988:
“When a thousand flowers bloom: Structural, collective, and
social conditions for innovations in organizations.” In B. M.
Staw and L. L. Cummings (Eds) Research in Organizational
Behavior, 1988, V10, 169-211, London: JAI
Press.
|
|||||||||||||||||||||
Teaching methods | |||||||||||||||||||||
The course is distinguished by its use of a studio pedagogy, which stresses hands-on making, experimentation, prototyping, and demonstration—all done during class time and partly outside of class. Imagine a design studio devoted to creatively solving business problems—this is the core idea. Students work in small design teams to create imaginative solutions (which are reviewed and critiqued by practitioner guests). | |||||||||||||||||||||
Further Information | |||||||||||||||||||||
This course is part of the minor in Design Strategy | |||||||||||||||||||||
Expected literature | |||||||||||||||||||||
(subject to change)
Required Readings: Austin, R., Friis, K., Sullivan, E. 2006. Design: More than a cool chair. Boston: Harvard Business School Publishing. Austin, R., Nolan, R., O’Donnell, S. 2007. Boeing Moonshine Shop. Boston: Harvard Business School Publishing. Bason, C. 2010. Innovation labs: Giving innovation a home. Excerpt from Bason, C. Leading Public Sector Innovation. Bristol: Policy Press. Boyd, B., Cook, J., and Steinberg, M. 2011. In studio: Recipes for systemic change. Helsinki: Sitra Publishing. Brown, Tim. 2008. Design thinking. Harvard Business Review, June Issue: 1-9. Dyer, J., Gregersen, H., Christensen, C. 2009. The innovator’s dna. Harvard Business Review, Dec.: 1-8. Fayard, A. and Weeks, J. 2011. Who moved my cube? Harvard Business Review, 89(7/8), Jul/Aug: 102-110. Groves, K. and Knight, W. 2010. The Clay Street Project. In I wish I worked there!: A look inside the most creative spaces in business. New York, NY: Wiley. Hargadon, A. B., & Douglas, Y. 2001. When innovation meets institutions: Edison and the design of the electric light. Administrative Science Quarterly, 46: 476–501. Hargadon, A., & Sutton, R. 2000. Building an innovation factory. Harvard Business Review, May-June: 157-166. Hipple, J., Hardy, D., Wilson, S., Michalski, J. 2001 (Nov). Can corporate innovation champions survive? Chemical Innovation, V31(11): 14-22. http://pubs.acs.org/subscribe/archive/ci/31/i11/html/11hipple.html Kanter, R. M. 1988: “When a thousand flowers bloom: Structural, collective, and social conditions for innovations in organizations.” In B. M. Staw and L. L. Cummings (Eds) Research in Organizational Behavior, 1988, V10, 169-211, London: JAI Press. Salaman, G., Storey, J. 2002. Manager’s theories about the process of innovation. Journal of Management Studies, 39(2): 0022-2380. Van de Ven, A., Polley, D., Garud, R., Venkataraman, S. 1999. The Innovation Journey (Introduction). Oxford: Oxford University Press. Verganti, R. 2006. Innovating through design. Harvard Business Review, Dec.: 114-122. Vincent, Lanny. 2005. Innovation midwives: Sustaining innovation streams in established companies. Research Technology Management, 48(1). von Stamm, B. 2004. Innovation: What’s design got to do with it? Design Management Review, 15(1): 10-19. Secondary (Optional) Readings: Austin, R., Devin, L. 2004. Successful innovation through artful process. Leader to Leader, Spring, 32: 48-55. Barry, D., Rerup, C. 2006. Going mobile: Aesthetic design considerations from Calder and the Constructivists. Organization Science 17(2): 262-276. Boland, R and Collopy, F. 2004. Managing as Designing. Stanford Univ. Press Daft, Richard. 2007. Organizational Theory and Design (Parts 1 & 2). Southwest Publishing. Goffee, R., Jones, G. 2007. Leading clever people. Harvard Business Review, March: 1-9. Laursen, K., & Salter, A. 2005. Open for innovation: The role of openness in explaining innovation performance among U.K. manufacturing firms. Strategic Management Journal, 27: 131-150. Luecke, Richard; Ralph Katz 2003. Managing Creativity and Innovation. Boston, MA: Harvard Business School Press. McKendrick, D., Wade, J. 2009. Frequent incremental change, organizational size, and mortality in high-technology competition. Industrial and Corporate Change, 19(3): 613-639. Perrons, R., Richards, M., Platts, K. 2005. What the hare can teach the tortoise about make-buy strategies for radical innovations. Management Decision, 43(5/6): 670-690. Peters, T. 1990. Get innovative or get dead, Part 1. California Management Review, 33(1): 9-26. Peters, T. 1991. Get innovative or get dead, Part 2. California Management Review, 33(2): 9-23. Rasmussen, J., Kramp, G., Mortensen, B. Prototyping design and business. Designing Pleasurable Products and Interfaces, June: 22-25. Sutton, R. 2001. The weird rules of creativity. Harvard Business Review. September, 79(8): 94-103. Verganti, R. 2011. Designing breakthrough products: How companies can systematically create innovations that customers don’t even know they want. Harvard Business Review, October, 89(10): 114-120. von Hippel, Eric 2005. Democratizing Innovation. Boston, MA: MIT Press. |