• Describe the importance of organizational structure and dynamics in change management
• Have a broad comprehension of concepts, theories, models and frameworks necessary to analyze corporate culture
• Discuss the relationship between work-related stress and organizational performance
• Discuss the role of organizational culture in navigating complexity, dealing with uncertainty and resistence to change
• Recognize and describe cultural platforms, interpret nuanced metaphors and set cognitive frameworks in an organizational context
• Describe the growing importance of values-based leadership in organizational change

Students are introduced to the practice of values-based leadership in private and public sector organizations. The course will explore two developing areas in organizational theory: (1) relationship between human capital and organizational health and (2) organizational change and resistance to change. Tools such as values-based learning/leadership, organizational needs analysis, espoused values mapping, cyber-ethnography (mapping social networks), key performance indicators and personal and collective values within an organization will be examined. Discussions will center on the ability of values-driven cultures to provide an alternative voice to the prevailing marketing, psychological and economic discourses in the world of business.  How we embrace productive tensions in cross-cultural and inter-generational communication?  How may values-driven organizations serve as conduit for social innovation? Most importantly, how can such a deeper understanding of a values-driven culture create strategy for a sustainable future? 

The Preliminary Assignment will involve a Personal Values Assessment (free) that will introduce you to a values-based methodology. Bring your results to our first class and be prepared to discuss.

Preliminary assignment: Personal Values Assessment

Class 1: Preliminary Assignment Review. Values-driven - what does it mean. Setting the stage.
Class 2: The impact of values on performance.
Class 3: Organizational structure and dynamics. Positive Deviance.
Class 4: Analyzing corporate culture and organizational health. Cultural due diligence (mergers and acquisitions).
Class 5: Values alignment and mission alignment in whole system change.
Class 6: Theory U and using a trust matrix in organizational development.

Feedback activity: stop/start/continue

Class 7: Organizational archetypes.
Class 8: Cultural entropy and corporate culture audits.
Class 9: Organizational democracy.
Class 10: Social Innovation and Phronesis.
Class 11: The 21st century organization and Review.

Preliminary Assignment: To help students get maximum value from ISUP courses, instructors provide a reading or a small number of readings or video clips to be read or viewed before the start of classes with a related task scheduled for class 1 in order to 'jump-start' the learning process.

Course timetable is available on https://www.cbs.dk/uddannelse/international-summer-university-programme-isup/courses-and-exams.

We reserve the right to cancel the course if we do not get enough applications. This will be communicated on https://www.cbs.dk/uddannelse/international-summer-university-programme-isup/courses-and-exams end February 2018 at the latest.

Mandatory readings:

Barrett, Richard. (2017). 2nd Edition. The Values-Driven Organization. London: Routledge Publishers.

Ladner, Sam. (2014). Practical Ethnography. Walnut Creek: Left Coast Press Inc.

Additional relevant readings:

Other course readings will be gathered from peer-reviewed journals (such as the Journal of Organizational Change Management, Organization Studies, Academy of Management, etc.) and uploaded for the students on CBS Learn.  Examples (more may be provided before class begins):

Alvesson, M. (1990). On the Popularity of Organizational Culture. Acta Sociologica. Vol. 33(1): 31-49 (18 pages). 
Alvesson, M. (2012). A stupidity-based theory of organizations. Journal of Management Studies. Vol. 49(7): 1194-1220 (26 pages).
Bainton, Barry. (2012). Applied Ethics: Anthropology and Business. International Journal of Business Anthropology 3.1. pp. 114-133. (19 pages). 
Barker, R. and Gower, K. (2010). Strategic Application of Storytelling in Organizations. Journal of Business Communication. Vol. 47(3): pp. 295-312. (17 pages). 
Beckman, S. and Barry, M. (2009). Design and Innovation through Storytelling. International Journal of Innovation Science. Vol. 1(4). pp. 151-160. (9 pages). 
Bokeno, R. (2003). The work of Chris Argyris as critical organization practice. Journal of Organizational Change Management. Vol. 16(6): 633-649 (16 pages). 
Davenport, G. and Mazalek, A. (2003). Dynamics of Creativity and Technological Innovation. Digital Creativity. Vol. 15(1). pp 21-31. (10 pages). 
Feldman, Steven. (1990). Stories as Cultural Creativity: On the Relation between Symbolism and Politics in Organizational Change. Human Relations. Vol. 43:9): pp. 809-828. (19 pages). 
Lambrechts, F. et al. (2011). Learning to Help Through Humble Inquiry and Implications for Management Research, Practice, and Education: An Interview with Edgar H. Schein.Academy of Management Learning & Education. Vol. 10(1). pp 131-147 (16 pages) 
Kociatkiewicz, J. and Kostera, M. (2009). Experiencing the Shadow: orgnanizational exclusion and denial within experience economy. Organization. Vol. 17(2): pp. 257-282 (25 pages).
Kociatkiewicz, J. and Kostera, M. (2012). The good manager: an archetypal quest for morally sustainable leadership. Organizational Studies. Vol. 33(7): pp. 861-878. (17 pages).
Lee, S.K. and Yu, K. (2004). Corporate Culture and Organizational Performance. Journal of Managerial Psychology. Vol. 19(4): 340-359 (19 pages). 
Nonaka, I. and Konno, N. (1998). The Concept of ͞Ba͟: Building a Foundation for Knowledge Creation. California Management Review. Vol. 40(3): pp. 40-54 (14 pages.
Nonaka, I. and Toyama, R. (2007). Strategic Management as distributed practical wisdom (phronesis). Industrial and Corporate Change. Vol. 16(3): pp. 371-394 (23 pages).
Roth, G. (2004). Lessons from the Desert: Integrating managerial expertise and learning for organizational transformation. The Learning Organization Vol. 11(3): pp. 194-208. (14 pages).
Taylor, J. and Carroll, J. (2010). Corporate Culture Narratives as the Performance of Organizational Meaning. Qualitative Research Journal. Vol. 10(1): 28-39 (11 pages).