English   Danish

2015/2016  KAN-CCMVV2532U  Creating change and public value - cancelled

English Title
Creating change and public value - cancelled

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Semester
Start time of the course Autumn
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Susanne Boch Waldorff - Department of Organization (IOA)
Kontaktinformation: https:/​/​e-campus.dk/​studium/​kontakt/​student-hub
Main academic disciplines
  • Political leadership and public management
  • Project and change management
  • Service management
Last updated on 24-06-2015
Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors: The elective provides students with a fundamental understanding of the conditions for creating change and public value within the public service field. More specifically, the students will be able to analyse and discuss the impact from the political context on the way public and private organizations provide and develop public service.

At the end of the course, the students should be qualified to:
  • Explain the impact from political governance approaches upon the provision of public service
  • Compare and contrast theories on change and public value, including the role of the manager in these processes
  • Apply concepts and theories to analyse cases of change and public value creation
  • Critically evaluate and discuss when and how change in public service provision is relevant
Course prerequisites
This course can be followed by master level and by exchange students
Creating change and public value:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual
The student is not entitled to supervision
Size of written product Max. 10 pages
Assignment type Project
Duration Written product to be submitted on specified date and time.
Grading scale 7-step scale
Examiner(s) One internal examiner
Exam period Autumn and Autumn
Make-up exam/re-exam
Same examination form as the ordinary exam
Course content and structure

This elective provides students with a fundamental understanding of the conditions for creating change and public value within the public service field. The outset is that both public and private organizations need to take the political context into account when they attempt to create changes in the provision of public service. This way the elective addresses the growing interest in exploring how changes in public service provision can be obtained, but also the discussions about how public service can be said to create public ‘value’.


The students are introduced to contemporary political governance approaches with an impact on the provision of public service. This includes the traditional bureaucracy, New Public Management and network governance. These approaches create different conditions and drivers for change. The students will also become familiar with different forms of change processes and the role of managers in creating public value, implementing new organizational models and steering methods, creating innovation etc. The course involves discussions about the desirability of change in the provision of public service, and the potential changes in roles and relationships between politicians, public managers, private companies, and citizens.



Summarizing some of the central issues of the course:

  • Insights into the political context for creating changes in the provision of public service
  • Conceptualization of contemporary governance approaches  such as traditional bureaucracy, New Public Management and network governance
  • Theorization of change and public value, including the role of the manager in these processes
  • Discussions of potential changes in the roles and relationships between politicians, public managers, private companies, and citizens
  • Discussions of when and how change in public service provision might be relevant


Teaching methods
The teaching of this course will be based on a variety of learning methods including dialogue lectures, case discussions, in-class assignments and guest speakers from the public and private sectors.
Further Information

Students learn to navigate in the fault-line between the public and private sectors and to combine business skills with knowledge of a highly political context, where the provision of public services and the chosen managerial approaches are constantly negotiated. Such knowledge might be useful for employment in larger public organizations, in larger NGOs, or in private companies providing public service such as health care or elderly care in collaboration with the public sector, or in companies offering supportive products and technologies such as information systems, engineering expertise, or maintenance capabilities.


This course is part of the minor in 'Public Private relations'.

Expected literature
  • Brunsson, N. (2006). Administrative reforms as routines. Scandinavian Journal of Management, pp 243-252.
  • du Gay, P. (2008). “Without Affection or Enthusiasm’’: problems of involvement and attachment in responsive public management.  Organization, Vol. 15, No. 3, 2008, pp 335-353.
  • Edelenbos, J. &  Klijn, E.H. (2009) Project Versus Process Management in Public-Private Partnership: Relation Between Management Style and Outcomes, International Public Management Journal, 12:3, 310-331.
  • Fernandez, S. & Rainey, H. G. (2006). Managing Successful Organizational Change in the Public Sector. Public Administration Review, March/April, pp 168-176.
  • Hood, C. (1991), A public management for all seasons ? Public Administration, 69, pp 3–19.
  • Lewin, K. (1947). Frontiers in Group Dynamics. Human Relations 1, pp 143-153.
  • Moore, M. H. (2000). Managing for Value. Organizational Strategy in For-Profit, Nonprofit and Governmental Organizations.  Nonprofit and Voluntary Sector Quarterly 29(1), pp. 183-204
  • O’Flynn, Janine (2007). ”From New Public Management to Public Value: Paradigmatic Change and Managerial Implications” Australian Journal of Public Administration Vol. 66. No. 3., pp 353-366.
  • Pollitt, Christopher. & Bouckaert, Geert (2011): Public Management Reform. A Comparative Analysis: New Public Management, Governance, and the Neo-Weberian State. 3nd edition. Oxford: Oxford University Press.
  • Sonenshein, S. (2010). We’re changing—or are we? Untangling the role of progressive, regressive, and stability narratives during strategic change implementation. Academy of Management Journal, vol. 53, no. 3, pp 477–512
  • Sørensen, E. (2007). Metagovernance. In Public Administration in Transition, pp 107-130
  • Sørensen, E. & Torfing, J. (2011). Enhancing Collaborative Innovation in the Public Sector. Administration & Society, pp 1-27.
  • Sørensen, E. & Waldorff, S.B. (2014). Collaborative policy innovation: Problems and potential. The Innovation Journal: The Public Sector Innovation Journal, Volume 19(3), 2014, article 2.
  • Waldorff, S. B., Reay, T. & Goodrick, E. (2013). A tale of two countries: How different constellations of logics impact action. In Lounsbury, M. & Boxenbaum, E. (Eds.) Institutional Logics in Action – Part A (Research in the Sociology of Organizations, Volume 39a), Emerald Group Publishing Limited, pp 99-129.
  • Waldorff, S.B., Ebbesen B.V. & Kristensen, L.S. (2014). ”The Complexity of Governance: Challenges for Public Sector Innovation” in Ansell, C. and Torfing, J. (Eds). Public Innovation Through Collaboration and Design. New York, NY: Routledge, pp 70-88.
  • Weick, K.E. & Quinn, E. (1999). Organizational change and development. Annual Review of Psychology, Vol. 50, No. 1, pp 361-386.



Last updated on 24-06-2015