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2010/2011 KAN-CBP_MCIO Managing Creative and Innovative Organizations
| English Title | |
| Managing Creative and Innovative Organizations |
Course Information | |
| Language | English |
| Point | 7,5 ECTS (225 SAT) |
| Type | Mandatory |
| Level | Full Degree Master |
| Duration | One Semester |
| Course Period |
Spring
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| Time Table | Please see course schedule at e-Campus |
| Study Board |
Study Board for MSc of Social Science |
| Course Coordinator | |
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| Main Category of the Course | |
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| Last updated on 29 maj 2012 | |
| Learning Objectives | |||||||||
The aim of the course is to enable students to
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| Examination | |||||||||
| Oral exam based on synopsis | |||||||||
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| Examination | |||||||||
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This exam is an individual oral exam based on a synopsis. The synopsis must be written in groups of 3-5 students (max. 8 pages) or individually (3-5 pages). The assessment will be made based on the oral exam (the synopsis is not part of the assessment). At the exam, the student must demonstrate a comprehensive knowledge and understanding of topics, theories, methods and models that have been dealt with during the course. If a student is ill during the regular oral exam, he/she will be able to re-use the synopsis at the make-up exam. If a student is ill during the writing of the synopsis and did not contribute to the synopsis, the make-up exam can be written individually or in groups (provided that other students are taking the make-up/re-exam). If the student did not pass the regular exam, he/she must make a new revised synopsis (confer advice from the examiner) and hand it in on a new deadline specified by the secretariat. | |||||||||
| Prerequisites for Attending the Exam | |||||||||
| Course Content | |||||||||
The course concerns the organizational and managerial challenges concerning creative and innovative enterprises. It focuses on the balance between art and business and the innovation and creativity that characterise many creative enterprises. The course will examine a number of creative industries in depth to highlight how they are organized and managed. This will be done through a combination of theory and practice considered essential for providing a basic understanding and enabling reflective practices on the manner of organizing and managing creative enterprises, the way they balance art and business, their innovativeness and creativity, and their approach to communication. | |||||||||
| Teaching Methods | |||||||||
| Teaching takes place mainly in large classes and consists of a mixture of dialog-based lectures, presentations, discussions and assignments/cases. | |||||||||
| Literature | |||||||||
Introduction – Institutional Theory and Organizational Fields DiMaggio, P. & W.W. Powell (1991) The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields. In Powell and DiMaggio (eds.)The New Institutionalism in Organizational Analysis. University of Chicago Press. Chap. 3 (pp. 63-82). Alvarez, J.L., C. Mazza, J.S. Pedersen & S. Svejenova (2005)Shielding Idiosyncrasy from Isomorphic Pressures: Towards Optimal Distinctiveness in European Filmmaking. Organization(12)6: 863-888. Lampel, J., T. Lant & J. Shamsie (2000)Balancing Act: Learning from Organizing Practices in Cultural Industries.Organization Science,11(3): 263-269. Knowledge Management Nonaka, I. (1994)A Dynamic Theory of Organizational Knowledge Creation.Organization Science, 5 1, pp. 14–37. Project Management Literature will be announced and made available soon. Managing Power, Politics and Culture Pfeffer, J. (1981)Power in Organizations. Pitman, Mansfield, Chap. 6 (pp. 179–229). Martin, J. (2002)Organizational Culture – Mapping the Terrain. Sage Publications. Chap. 3 (pp. 55-92). HRM in Creative Industries O’Mahoney, S. & B. Bechky (2006)Stretchwork: Managing the career progression paradox in external labour markets.Academy of Management Journal49(5): 918-941. Blair, H., N. Culkin & K. Randle (2003)From London to Los Angeles: a comparison of local labour market processes in the US and UK film industries.International Journal of HRM14(4): 619-633. Ebbers, J. & N. Wijnberg (2009)Latent organizations in the film industry: Contracts, rewards and resources.Human Relations62(7): 987-1009. Tilly, Chris & Charles Tilly (2006) Capitalist Work and Labor Markets. In Smelser, N.J. & R. Swedberg (eds)The Handbook of Economic Sociology. Princeton University Press. Chap. 12 (pp. 283-312). Flexible Organization Legge, K. (1995)Human Resource Management. Rhetorics and Realities.Palgrave, New York, Chap. 5 (pp. 139–173). Organizing and Sensemaking Weick, K. E. (1979)The Social Psychology of Organizing. McGraw-Hill, New York. Chap. 5 (pp. 119–145). Weick K. E. (1995)Sensemaking in Organizations. Sage, Thousand Oaks. Chap. 2 and 3 (pp. 17–82). Identity and Narratives Humphreys, M. & A. D. Brown (2002)Narratives of Organizational Identity and Indetification: A case study of Hegemony and Resistance.Organization Studies, 23(3): 421–447. Czarniawska, B. (1999)Writing Management – Organization Theory as a Literary Genre. Oxford University Press. Chap. 2 (pp.14-28). Reff Pedersen, A. & J. Strandgaard Pedersen (2008)The Role of the Media in the Co-Production of Identities in a Filmmaking Company.Tamara Journal.7(1): 91-108. Albert, S. & D. Whetten (2004/1985) Organizational Identity. In Hatch, M.J. and M. Schultz (eds.)Organizational Identity. A Reader.Oxford University Press. Chap. 6 (pp.89-118). Careers in Creative Industries Literature will be announced later and made available in due time. Emotions in Organizations and Course Wrap up Martin, J., K. Knopoff & C. Beckman (2000) Bounded Emotionality at the Body Shop. In Fineman, S. (ed.):Emotions in Organizations. Sage, London. Chap. 7 (pp. 115 - 139 | |||||||||