English   Danish

2014/2015  KAN-CSOLO1024U  Managing Organizational Change

English Title
Managing Organizational Change

Course information

Language English
Course ECTS 15 ECTS
Type Mandatory
Level Full Degree Master
Duration One Semester
Course period Spring, Third Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Silviya Svejenova Velikova - Department of Organization (IOA)
Course secretary: Mette Ellekrog (mbe.ioa@cbs.dk)
Main academic disciplines
  • Organization
Last updated on 08-07-2014
Learning objectives
At the exam the student should be able to:
  • Account for and discuss the strength and weaknesses of selected theories of change and innovation, and their foundations
  • Explain how the dynamics of processes of innovation and change relate to power, learning to argue why certain theories apply to certain actions
  • Describe complex real-life management challenges related to change and innovation and explain how relevant actions support the implementation of innovation and change
  • Reflect on the consequences of applying different research methods related to the study of innovation and change
Managing Organizational Change:
Exam ECTS 15
Examination form Oral exam based on written product

In order to participate in the oral exam, the written product must be handed in before the oral exam; by the set deadline. The grade is based on an overall assessment of the written product and the individual oral performance.
Individual or group exam Group exam, max. 5 students in the group
The oral exam is individual and based on the group project.
Ordinary exam takes place in March/April.
Size of written product Max. 15 pages
For a single student max. 10 pages
Assignment type Project
Written product to be submitted on specified date and time.
20 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Preparation time No preparation
Grading scale 7-step scale
Examiner(s) Internal examiner and external examiner
Exam period Spring Term and April
Make-up exam/re-exam
Same examination form as the ordinary exam
If a student is ill during the oral exam, he/she will be able to re-use the project at the make-up exam. If the student was ill during the writing of the project and did not contribute to the project, the make-up/re-exam project can be written individually or in groups (provided the other students are taking the make-up/re-exam). If the student did not pass the regular exam, the examiner decides whether a new or revised project, must be handed in to a new deadline specified by the line secretariat. Reexam takes place in May.
Course content and structure

The aim of this course is to develop students’ competencies to analyze real-life management challenges of implementing organizational change and innovation processes. Focus is on micro-level processes and how relations are managed to achieve and sustain change and innovation in organizations. Organizational change is seen as taking place in different forms and at different levels in the organisation, including, for example, setting up or re-structuring organizational units, introducing new technologies, integrating structures, cultures, and processes in cases of M&A, or entering new international markets. Similarly, innovation may take different forms, including new products, technologies, services, business models, or ways of managing and organizing. Students will analyse specific processes of change and innovation, and prepare plans or strategies of how these could be implemented in an organizational setting when considering various political, technological, cultural, economic, as well as individual and group factors at play. Their analyses will be rooted in the theoretical literature of the course and a range of qualitative methodologies.

The course views innovation and change management as a relational, rather than hierarchical, phenomenon emerging from ongoing collective redefinitions of a shared reality. The course helps students develop understanding of how change and innovation are triggered and maintained in contexts of complexity, uncertainty, and dynamism through creativity, envisioning, narratives, networks of support, conflict, resistance, as well as power and influence. It covers a variety of techniques and frameworks, and helps students make choices about which ones to use in different situations. The course also examines how managers and other organizational members emerge as ‘strategic actors’ and agents of change. Additionally, the development of ‘self-management’ is analyzed and focus is directed toward what is happening to organizing when work becomes temporary and distributed, thereby rendering managerial and organizational boundaries ambiguous. In its methods part, the course guides the students through core elements of qualitative analysis, such as research objectives, research design, data collection, data analysis, and reporting.
In the early phase of the course the students select a specific innovation and change situation and an empirical setting for their business projects, to be conducted in groups of 4-5. They are expected to explore implications and develop recommendations for courses of action, putting themselves in the “shoes of” the managers in the situations of innovation and change they examine.
Overlapping with Leadership

The course has a natural complementarity with the other courses in the SOL programme, being their more practical extension while connecting to and integrating some of the insights, theories and perspectives, which they have already introduced. Whereas the main aims of the other courses are to provide analytical tools for understanding organizations, this course follows the tools in action. The methodology of the course enables more interactive class and group work, as well as connections with practice, through guest speakers, cases and the business projects, than what is the case with most of the other courses. In some respects it has a natural overlap with the course “Leadership”, but emphasizes less the dimension of leadership and leaders.

Teaching methods
The course offers an opportunity for learning, experimentation and practical application through lectures, dialogue, case studies, guest speakers, role-plays, student presentations, supervision of business projects based on empirical data as well as workshops where the projects are discussed
Expected literature

Andrew H. Van de Ven, Douglas E. Polley, Raghu Garud & Sankaran Venkataraman (2008). The Innovation Journey. Oxford University Press,
Esther Cameron & Mike Green (2012). Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change. Kogan Press.

Henry Chesbrough (2011). Open Services Innovation. Jossey-Bass.

Barbara Csarniawska-Joerges (2008). Narratives in Social Sciences Research. Sage.
Thomas W Lee (1998). Using Qualitative Methods in Organizational Research. Sage.

Charles A. O'Reilly III & Michael L. Tushman (2002). Winning through Innovation: A Practical Guide to Leading Organizational Change and Renewal. Harvard Business Review Press.

Supplementary literature will be announced
Last updated on 08-07-2014