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2017/2018  KAN-CSCBO1095U  Managing Creative and Innovative Organizations

English Title
Managing Creative and Innovative Organizations

Course information

Language English
Course ECTS 7.5 ECTS
Type Mandatory
Level Full Degree Master
Duration One Semester
Start time of the course Spring
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for MSc in Social Sciences
Course coordinator
  • Jesper Strandgaard - Department of Organization (IOA)
Main academic disciplines
  • Innovation
  • Sociology
Last updated on 26-06-2017

Relevant links

Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors: The aim of the course is to enable students to
  • identify and give examples of basic concepts, theories and approaches that can lead to the effective and efficient management of organizations;
  • synthesize, integrate and apply such concepts, theories, and models in situations that have important similarities to those you face as a manager;
  • describe and critically examine the strengths and weaknesses of such concepts, theories, and models in the context of applying them to real organizational situations
Managing Creative and Innovative Organizations:
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 2-5
Size of written product Max. 10 pages
Assignment type Synopsis
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
Make-up exam/re-exam
Same examination form as the ordinary exam
If a student is ill during the regular oral exam, he/she will be able to re-use the synopsis at the make-up exam. If a student is ill during the writing of the synopsis and did not contribute to the synopsis, the make-up exam can be written individually or in groups (provided that other students are taking the make-up/re-exam). If the student did not pass the regular exam, he/she must make a new revised synopsis (confer advice from the examiner) and hand it in on a new deadline specified by the secretariat.
Description of the exam procedure

At the exam, the student must demonstrate a comprehensive knowledge and understanding of topics, theories, methods and models that have been dealt with during the course.

Course content and structure

The course concerns the organizational and managerial challenges concerning creative and innovative enterprises. It focuses on the balance between art and business and the innovation and creativity that characterise many creative enterprises. The course will examine a number of creative industries in depth to highlight how they are organized and managed. This will be done through a combination of theory and practice considered essential for providing a basic understanding and enabling reflective practices on the manner of organizing and managing creative enterprises, the way they balance art and business, their innovativeness and creativity, and their approach to communication.

Teaching methods
Teaching takes place mainly in large classes and consists of a mixture of dialog-based lectures, presentations, discussions and assignments/cases.
Feedback during the teaching period
Feedback in relation to the synopsis and peer-to-peer feedback.
Student workload
Course activities (including preparation) 90 hours
Exam (including exam preparation) 116 hours
Expected literature

Please note that the litterature list is guiding



Catmul, E. (2008). How Pixar Fosters Collective Creativity. Harvard Business Review. September 2008 Issue, (pp. 64-72).

Lampel, J., Lant, T. & Shamsie, J. (2000). Balancing Act: Learning from Organizing Practices in Cultural Industries. Organization Science, 11 (3) 263-269.

Hirsch, P.M. (2000). Cultural Industries Revisited. Organization Science, 11 (3) 356-361.


Organizing for Task

Mintzberg, H. (1995) The Structuring of Organizations. Chp 5. (pp.331-358) in Mintzberg, Quinn & Ghosal (1995) The Strategy Process. Prentice Hall (compendium).

Greiner, L. (1972). Evolution and Revolution as Organizations Grow. Harvard Business Review, 50(4): 37‐46.

Alvarez, JL, S. Svejenova & L. Vives. (2007). Leading in Pairs. MIT Sloan Management Review. Vol. 48 Issue 4, p10-14. 4p


Organizing for Identity

Reff Pedersen, A. and Strandgaard Pedersen, J. (2008) The Role of Media in the Co-Production of Identities in a Filmmaking Company. Tamara Journal. 7(1) 91-108.

Albert, S. and Whetten, D. (2004/1985) Organizational Identity. In Hatch, M.J. and M. Schultz (eds.) Organizational Identity. A Reader. Oxford University Press. Chp. 6 (pp.89-118) (compendium)

Hatch, M.J. and Schultz, M. (2009) Of Bricks and Brands: From Corporate to Enterprise Branding. Organizational Dynamics 38 (2) 117-130.


Organizing for Legitimacy

Byrkjeflot, H., J. Strandgaard Pedersen & S. Svejenova (2013). From Label to Practice: Creating the New Nordic Cuisine. Journal of Culinary Science and Technology, Special Issue on Innovation in Haute Cuisine. 11:36-55.

DiMaggio, P. and W.W. Powell (1991) The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields. (pp. 63-82) in Powell and DiMaggio (eds.) The New Institutionalism in Organizational Analysis. University of Chicago Press. (compendium)

Suchman, M.C. (1995). Managing Legitimacy: Strategic and Institutional Approaches. The Academy of Management Review, Vol. 20, No. 3 (Jul., 1995), (pp. 571-610)


Organizing for Complexity and Creativity

Svejenova, S., M. Planellas and L. Vives, (2010). An individual Business Model in the Making: a Chef’s Quest for Creative Freedom. Long Range Planning, 43: 408-430).

Garud, R, Tuertscher, P and Van de Ven, A. (2013). Perspectives on Innovation Processes. The Academy of Management Annals, 7(1), pp 775-819.

Markides, C. (2013). Business Model Innovation: What Can the Ambidexterity Literature Teach Us?Academy of Management Perspectives, 27(4), pp.313-323.


Production of Value

Matthews, J. and J.S. Maguire (2014). Introduction: Thinking with Cultural Intermediaries. In Matthews and Maguire (eds.) The Cultural Intermediaries. Sage (compendium).

Khaire, M. (2014). Fashioning an Industry: Socio-cognitive Processes in the Construction of Worth of a New Industry. Organizations Studies, 35 (1): 41-74.

Christensen, B. and Strandgaard Pedersen, J. (2013). Restaurant Rankings in the Culinary Field. In Christensen, B. and Moeran, B. (eds.), Exploring Creativity: Evaluative Practices in Innovation, Design and the Arts. (pp. 235-259). Cambridge University Press. Cambridge (compendium).


Careers in Creative Industries

Edwards, M.R. (2012) Employer Branding: Developments and Challenges, In S. Bach and M. R. Edwards (Eds) Managing Human Resources: Human Resource Management in Transition (5th Edition), John Wiley and Sons, (pp. 389-410) (compendium).

O’Mahoney, S. and Bechky, B. (2006) Stretchwork: Managing the career progression paradox in external labour marketsAcademy of Management Journal 49(5): 918-941.

Godart, F.C. and A. Mears. (2009). How Do Cultural Producers Make Creative Decisions? Lessons from the Catwalk, Social Forces, 88, 2: 671-692.


Organizing Projects

Svejenova, S., Strandgaard Pedersen, J., and Vives, L. (2011), Projects of Passion: Lessons for Strategy from Temporary Art, in G. Cattani, S. Ferriani, L. Frederiksen, and F. Täube (ed.) Project-Based Organizing and Strategic Management (Advances in Strategic Management), Volume 28, Emerald Group Publishing Limited, pp.501-527 (compendium).

Lundin, R.A. & Söderholm, A. (1995): A theory of the temporary organization. Scandinavian Journal of Management. Vol. 11, No. 4, pp. 437-455.

Obstfeld, D. (2012). Creative Projects: A Less Routine Approach Toward Getting New Things Done, Organization Science, 23(6): 1571–1592.


Organizing for Change and Transformation

Mezias, S., Strandgaard Pedersen, J, Kim, J-H., Svejenova, S & Mazza, C. (2011). Transforming film product identities: the status effects of European premier film festivals, 1996-2005. In Moeran, B. and Strandgaard Pedersen, J. (eds.) (2011). Negotiating Values in the Creative Industries: Fairs, Festivals and Competitive Events. Cambridge University Press. Cambridge (compendium).

Lampel, J. & Meyer, A.D. (2005) Field-Configuring Events as Structuring Mechanisms: How Conferences, Ceremonies, and Trade Shows Constitute New Technologies, Industries and Markets. Journal of Management Studies 42(5) 1025-1035.

Moeran, B. and Strandgaard Pedersen, J. (2011) Introduction (pp.1-35). In Moeran, B. and Strandgaard Pedersen, J. (eds.) (2011). Negotiating Values in the Creative Industries: Fairs, Festivals and Competitive Events. Cambridge University Press. Cambridge (compendium).


Course Wrap up

Jones, C., Svejenova, S., Strandgaard Pedersen, J. and Townley, B. (2016): Introduction to the Special Issue: ‘Misfits, Mavericks and Mainstreams – Drivers of Innovation in Creative Industries’. Special issue of Organization Studies, 37(6): 751-768.

Alvarez, J.L., C. Mazza, J.S. Pedersen & S. Svejenova (2005) Shielding Idiosyncrasy from Isomorphic Pressures: Towards Optimal Distinctiveness in European Filmmaking.Organization (12)6: 863-888.

Strandgaard Pedersen, J. & F. Dobbin (2006) In Search of Identity and Legitimation – Bridging Organizational Culture and Neoinstitutionalism. American Behavioral Scientist (49)7:897-907.

Last updated on 26-06-2017