2013/2014 KAN-CCMVV1652U Strategic Change Management
English Title | |
Strategic Change Management |
Course information |
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Language | English |
Exam ECTS | 7.5 ECTS |
Type | Elective |
Level | Full Degree Master |
Duration | One Quarter |
Course period | Third Quarter
Changes in course schedule may occur Monday 08.00-11.30, week 5-11 Monday 08.00-12.35, week 12 |
Time Table | Please see course schedule at e-Campus |
Study board |
Study Board for MSc in Economics and Business
Administration
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Course coordinator | |
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Administrative contact: Karina Ravn Nielsen - electives.lpf@cbs.dk or 3815 3782 | |
Main academic disciplines | |
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Last updated on 07-04-2014 |
Learning objectives | |||||||||||||||||||||||
By completion of the course strategic
change management, the student should be able to:
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Course prerequisites | |||||||||||||||||||||||
It is a prerequisite for this course that the student has knowledge of organizational theory at bachelor level. Students who have completed the elective J24, Strategisk forandringsledelse, cannot take this course. | |||||||||||||||||||||||
Examination | |||||||||||||||||||||||
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Course content and structure | |||||||||||||||||||||||
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.
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Teaching methods | |||||||||||||||||||||||
Lectures. | |||||||||||||||||||||||
Expected literature | |||||||||||||||||||||||
Preliminary litterature:
Brown, Tim. (2008) Design Thinking. Harvard business Review. (10
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) 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) |