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2017/2018  KAN-CINTO1012U  Work, Technology, and Management in Creative Business

English Title
Work, Technology, and Management in Creative Business

Course information
Language English
Course ECTS 7.5 ECTS
Type Mandatory
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 BSc/MSc in Business Administration and Information Systems, MSc
Course coordinator
  • Kim Normann Andersen - DIGI
Main academic disciplines
  • Information technology
  • Innovation
  • Management
Last updated on 15-06-2017

Relevant links
Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors:
  • Demonstrate an ability to analyze decisions about managing innovative capabilities with firms, taking into account strategy, competitive situation, and operational risk, capabilities, and limitations.
  • Persuasively explain and defend a position on issues relevant to managing creative capabilities that are as yet unsettled by research, specifically those issues that we discuss in the course.
  • Describe a framework for innovative capability management, and for use of technology to support innovative capabilities, derived from course materials, including points at which the student disagrees or prefers an alternative approach.
  • Demonstrate an understanding of the theoretical approaches introduced in the course and an ability to apply them to answer management questions relevant to course scope, content, and issues.
Examination
Work, Technology, and Management in Creative Business:
Exam ECTS 7,5
Examination form Written sit-in exam on CBS' computers
Individual or group exam Individual exam
Assignment type Written assignment
Duration 4 hours
Grading scale 7-step scale
Examiner(s) Internal examiner and external examiner
Exam period Winter
Aids Open book: all written and electronic aids, including internet access
Make-up exam/re-exam
Same examination form as the ordinary exam
If the number of registered candidates for the make-up examination/re-take examination warrants that it may most appropriately be held as an oral examination, the programme office will inform the students that the make-up examination/re-take examination will be held as an oral examination instead.
Description of the exam procedure

Students are expected to have all the course readings available during the exam. It is responsibility of the students to acquire the readings and other materials. The students will get the exam questions at the start of the examination. Please note that the four hour duration of the exam is including upload of the exam text.
Course content and structure

The course examines the nature of work that consistently produces valuable innovative outcomes, how that work should be managed, and role information technology (IT) often plays in such work.

 

Though often used in the past primarily to improve efficiencies and reduce costs, IT is increasingly used to enhance the innovative capabilities many firms. By analyzing cases across industries and organizations, we discover a core of common practices in creative work, creative work management, and use of technology to support creative work.

 

The course's integrative approach encourages students to derive management principles, processes, and practices, and to decide how they would apply them as managers.
 
The course contains three modules:
 

  1. The Evolving Nature of Innovative Firms
  2. The Nature of Innovative Work and the Role of Technology
  3. Managing for Innovative Capabilities

 
The first module addresses questions of how we might define innovative firms and how they are different from other firms. The second module examines the processes, principles, and practices of expert innovators from a range of fields, including design, entertainment, information technology, and life sciences, with an emphasis on the evolving role of technology in support of this work. The third module focuses on the management implications of the territory we have explored in the earlier two modules.
Teaching methods
The course will be taught using the “case method” in the Harvard style, which involves high-energy discussion, debate, and interaction. Students will be encouraged to bring their own views into discussion, to share learning with fellow students. Also, there are a number of online, self-paced assignments in the course.

There are three peer-graded assignments that mirrors the exam type of questions.

Completing the online assignments along with class attendance, preparation by reading before coming to class, and participation in class discussions will improve your chances of doing well in the course.
Feedback during the teaching period
During class there will be given feedback during discussions. The online self-pacing tool will help the students to account for the factual parts of the cases.

Also, we have peer-grading of three assignments (one for each module). This helps the students to train for the exam.
Student workload
In class experience 30 hours
Preparation for class 122 hours
Peer grading 20 hours
Exam preparation 30 hours
Written Exam 4 hours
Total 206 hours
Expected literature

The course is based on a mix of cases and other materials. The following list of readings is indicative for the mandatory readings as edition may change.  The final list of readings is available at Learn four weeks before first lecture.  
 
Austin, Robert D., and Daniela Beyersdorfer. "Vipp A/S." Harvard Business School Case 607-052, 2006.

Austin, Robert D. Shannon O'Donnell, and Silje Kamille Friis, "e-Types A/S." Harvard Business case 606-118, 2006. 
 
Austin, Robert D., and Debra Elana Schifrin. "Ascent Media Group (A)." Harvard Business School Case 607-064, 2007.
 
Austin, Robert D., and Daniela Beyersdorfer. "Bang & Olufsen: Design Driven Innovation." Harvard Business School Case 607-016, 2006.
 
Austin, Robert D., and Richard L. Nolan. “Bridging the Gap Between Stewards and Creators,” MIT Sloan Management Review, 48, no. 2 (winter 2007): 29-36.
 
Austin, Robert D., Lee Devin, Artful Making: What Managers Need to Know About How Artists Work, New Saddle River NJ: Financial Times Prentice Hall, 2003.

Lee Devin, and Robert D. Austin, The Soul of Design, Palo Alto: Stanford University Press, 2012.
 
Austin, Robert D., Richard L. Nolan, and Shannon O'Donnell. "The Boeing Company: Moonshine Shop." Harvard Business School Case 607-130, 2007.
Last updated on 15-06-2017