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2017/2018  BA-BISHO1002U  Organizational Analysis

English Title
Organizational Analysis

Course information

Language English
Course ECTS 7.5 ECTS
Type Mandatory
Level Bachelor
Duration One Quarter
Start time of the course Autumn, Second Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for BSc in International Shipping and Trade
Course coordinator
  • Camilla Sløk - Department of Organization (IOA)
Main academic disciplines
  • Organization
Last updated on 14-12-2017

Relevant links

Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors: At the end of the course, the students should be able to:
  • Explain basic concepts of organizational theory as presented in the course and how they relate to one another
  • Understand the contributions and shortcomings of such concepts in organization theory
  • Demonstrate understanding of sensemaking processes and principles of sensemaking theory and the effects of framing in organizing processes.
  • Articulate the dynamics of framing and overflows as a way to understand organizing processes in organizations
  • Discuss how different ways of managing may lead to different outcomes
  • Apply concepts and theories to examples from the shipping industry, and to further your own careers and engage with networks
  • The student should be able to communicate clearly the key concepts of the course in a proper way.
Organizational Analysis:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 10 pages
Assignment type Case based assignment
Duration 48 hours to prepare
Grading scale 7-step scale
Examiner(s) One internal examiner
Exam period Autumn
Make-up exam/re-exam
Same examination form as the ordinary exam
Description of the exam procedure



Course content and structure

This course has three main objectives. Firstly, we will familiarize you with basic concepts of organization, such as design, communication, leadership, learning and innovation; and the way they have been understood historically in organisation studies. Secondly, we will introduce you to a processual view of organizing to understand and analyse the phenomenon of organization in a fast moving and constantly changing world. Lastly, we asks you to critically engage with these concepts in groups while analysing cases from the shipping industry and presenting them in class.


The focus of organization analysis is organization as a subject in itself. This means that we will look at various industries, not only shipping, with regard to organization, as well as trends in professional organization in public and private sector. The purpose of this focus is to stimulate innovation from other industries into the shipping industry.

Teaching methods
The journey through the organizational landscape will have tree reflective stops or elements. Based on a range of teaching methods and course materials, the concepts from the course will be introduced in class. As you exit the class room and enter your maritime context, you will apply these concepts in practice. After your practical application of the theories we will meet in class again and discuss what you found and learned. In this way there is a threefold division of the learning process: 1) classical organizational theory teaching, 2) practical application in maritime context and 3) discussion of learning output of the theory in practice exercise. This oral theory in practice exercise is performed in groups formed in the first session. The philosophy behind this design is that different kinds of learning appears in the classroom through presentation of different theories and in the field through application in practice and that the best results occur when these contexts and modes of learning are combined.

Guest speakers from maritime companies and visits to maritime contexts will allow us to obtain insight into how classical organizational management theories work in the maritime world: what are their weaknesses and what are their strengths - and how can you work with organizational issues in a maritime world on sea.
Feedback during the teaching period
Feedback are given in class during group work
Student workload
teaching in class (3X13) 39 hours
field visit out of class (3x1) 3 hours
reading (3x14) 42 hours
qualifying oral group work (2x3) 6 hours
examining written individual report (1x48) 48 hours
general preperation 68 hours
Expected literature

Anteby, Michel, Elena Corsi and Emilie Billaud (2012)  Automating the Paris Subway. Harvard Business Case no. 9-413-061.  Please buy through one of these links:





Argyris, C., & Schön, D. (1978) Organizational learning: A theory of action perspective, Reading, Mass: Addison Wesley.


Bass, Bernard (1990) From transactional to transformational leadership: Learning to share the vision.

Organizational Dynamics 18(3), pp.19-31


Boje, David. M. (1991) The storytelling organization: A study of story performance in an office-supply firm. Administrative Science Quarterly 36(1):106–126.


Callon, M., (1998), 'An essay on framing and overflowing: economic externalities revisited by sociology', in Callon, M., (Ed.), The Laws of the Markets, Blackwell, Oxford, pp. 244-269.



Carlile, Paul R. (2002). A pragmatic view of knowledge and boundaries: Boundary objects in new product development. Organization Science, Vol. 13,

No.4, pp. 442-455.


Corvellec, Hervé & Annette Risberg (2007) Sensegiving as mise-en-sens -The case of wind power development. Scandinavian Journal of Management, vol. 23, nr. 3, pp. 306-326


Fourcade, M (2010): Price and Prejudice: On Economics and  the Enchantment (and Disenchantment) of Nature, in: Beckert/Aspers, The Worth Of Goods: Valuation and Pricing in the Economy. Oxford University Press, 2010. P. 50-58


George, Rose (2013): Deep Sea and Foreign Going. Inside Shipping, the Invisible Industry that Brings you 90% of Everything, Portobello


Glassman, Michael and Min Ju Kang (2010 Pragmatism, connectionism and the internet: A mind’s perfect storm. Computers in Human Behaviour 26(6):1412-1418.


Hanninen, H. I., and J. S. Laurila. “Risk Regulation in the Baltic Sea Ferry Traffic: The Successive Failures of Bow Visor Technology.” Science, Technology & Human Values 33, no. 6 (February 13, 2008)


Hernes, T., and E. J. Irgens. “Keeping Things Mindfully on Track: Organizational Learning under Continuity.” Management Learning 44, no. 3 (July 1, 2013): 253–66. doi:10.1177/​1350507612445258.


Hernes, Tor (2008) Organization as process – theory for a tangled world. London: Routledge. (ch. 8) (pdf)


Hernes, Tor, Birgitte Schäffner, Edda Hendrup (2014) Sensing the momentum: A process view of change in an MNC. Journal of Change Management 15(2):117-141



Hutter, Bridget M., ed. Anticipating Risks and Organising Risk Regulation. Cambridge ; New York: Cambridge University Press, 2010. Chapter 1


Katona, Z/ Sarvary, M (2014): Berkely-Haas Case Series, Maersk Line: B2B Social Media – „It’s communication, not marketing“, University o California Berkeley, Vol. 56, No.3, Spring 2014


Levinson, Marc (2008): The Box: How the Shipping Container Made the World Smaller and the World Economy Bigger, Princeton University Press


Lundberg, Craig (2004) Is there really nothing so practical as a good theory?Business Horizons 47(5):7-14).


Nonaka I. (1988) Toward Middle-Up-Down Management: Accelerating Information Creation. Sloan Management Review, Spring Vol. 29 (3): 9-18.



Orr, Julian (1998) Images of work. Science, Technology, & Human Values 43(4):439-455


Perrow, C (1981): Normal accidents at three Mile Island, in: Society, Vol. 18(5), p 17-26


Pye, Annie (2005) Leadership and organizing: Sensemaking in action. Leadership 1(1):31-50.


Roberto, Michael A. and Gina M. Carioggia (2003) Mount Everest 1996. Harvard Business School Case.


Tannenbaum, Robert and Warren H. Schmidt (1973) How to choose a leadership pattern. Harvard Business Review May-June 1973. Pp 3-12.

(accessible online through CBS library)


Søderberg, A-M (2006) Narrative interviewing and narrative analyses in a study of a Cross-border Merger. Management International Review, 46:4:397-416






A Highjacking, 2012, Thomas Lindholm

12 Angry Men, 1957, Sidney Lumet

Last updated on 14-12-2017