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2016/2017  KAN-CCMVV1652U  Strategic Change Management

English Title
Strategic Change Management

Course information
Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Start time of the course Third Quarter, First Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Flemming Poulfelt - MPP
  • Jacob Steffen Bentholm - MPP
Faculty: Jacob Bentholm, Mark Holst-Mikkelsen and Thomas Søsted Jama

Kontaktinformation: https:/​/​e-campus.dk/​studium/​kontakt eller Contact information: https:/​/​e-campus.dk/​studium/​kontakt
Main academic disciplines
  • Organization
  • Project and change management
  • Strategy
Last updated on 05-04-2016
Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors: By completion of the course strategic change management, the student should be able to:
  • Analyze and synthesize concrete problems within strategic change management by applying the concepts, theories, methods, and models to the course.
  • Reflect upon the various change management perspectives, which are discussed as well as reflect upon the consequences of choosing one perspective as a dominant perspective (The meta-perspective).
  • Link strategic, planning based, and interpersonal aspects of change management.
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 "Strategisk forandringsledelse" cannot take this course.
Examination
Strategic Change Management:
Exam ECTS 7,5
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 Oral group exam based on written group product
Number of people in the group 2-4
Size of written product Max. 20 pages
Definition of number of pages:
Groups of
2 students 10 pages max.
3 students 15 pages max
4 students 20 pages max

Students who wish to have an individual exam might be able to write a term paper in the course. Please see the cand.merc. rules for term papers for more information.
Assignment type Project
Duration
Written product to be submitted on specified date and time.
15 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Grading scale 7-step scale
Examiner(s) Internal examiner and second internal examiner
Exam period Spring and Autumn
Make-up exam/re-exam
Same examination form as the ordinary exam
Re-take exam is to be based on the same report as the ordinary exam:

* if a student is absent from the oral exam due to documented illness but has handed in the written group product she/he does not have to submit a new product for the re-take.

* if a whole group fails the oral exam they must hand in a revised product for the re-take.

* if one student in the group fails the oral exam the course coordinator chooses whether the student will have the oral exam on the basis of the same product or if he/she has to hand in a revised product for the re- take.
Course content and structure

In this course, we will explore different leadership rationalities and how to work with change management and its perspectives. 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 based on theory discussions, group work and 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 e.g. resource dependency 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 e.g. cases and simulations. During the course, we will have guest teachers, among these experienced change management practitioners and teachers with expertise in the field. The course is intensive and requires real commitment and willingness from the students to enter into exploring and discussing different rationalities and real life cases in the light of the literature.

The course’s development of personal competences:

The course focuses on strategic competencies in analyzing change initiatives. However, it also provides inter-personal competencies through its collaborative form and focus as well as individual development.
Teaching methods
Lectures.
Student workload
preparation 60 hours
teachings 28 hours
exam 118 hours
Expected literature
  • Book: Palmer, Ian, Richard Dunford, and Gib Akin. (2009) Managing Organizational Change – a Multiple Perspectives Approach. McGraw-Hill/Irwin. (412 pages) 2end.international edition.
  • Brown, Tim. (2008) Design Thinking. Harvard business Review. (10 pages)
  • Burnes, Bernard. (2004a) “Kurt Lewin and the planned approach to change: a re-appraisal.” Journal of Management Studies. Vol. 41, No. 6: 972-1002. (30 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)
  • Cooper, Robert. (1986) “Organization/Disorganization.” Social Science Information. Vol. 25, 2:299-335. Suggested reading.
  • Hart, Stuart L. 1992. "An Integrative Framework for Strategy-Making Processes." Academy of Management Review 17: 327-351 (24 pages)
  • Huy, Quy Nguyen. 2011. "How Middle Managers' Group-Focus Emotions and Social Identities Influence Strategy Implementation." Strategic Management Journal 32 (13): 1387-1410 (23 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) (suggested reading)

  • Palmer, I. & Dunford, R. (2008) ”Organizational Change and the Importance of Embedded Assumptions” British Journal of Management, Vol. 19, S20–S32

  • Schein, E. (2003) “Five traps for consulting psychologists. Or, how I learned to take culture seriously”. Consulting Psychology Journal: Practice and Research, 55(2): 75-83. Suggested reading

  • 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)
  • Stacey, R.D (2007): Strategic Management and Organizational Dynamics: The Challenge of Complexity (to Ways of Thinking About Organisations). Chapter 10: Responsive processes thinking, Financial Times/ Prentice Hall, s. 242-267. Suggested reading
  • Steven H. Appelbaum, Sally Habashy, Jean-Luc Malo, Hisham Shafiq, (2012),"Back to the future: revisiting Kotter's 1996 change model", Journal of Management Development, Vol. 31 Iss: 8 pp. 764 – 782 Suggested reading
  • 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)

 
Last updated on 05-04-2016