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2018/2019  KAN-CINTV1801U  Management of Digitalization: Creative Business and Industrial Age Approaches

English Title
Management of Digitalization: Creative Business and Industrial Age Approaches

Course information
Language English
Course ECTS 7.5 ECTS
Type Elective
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 - Department of Digitalisation
Main academic disciplines
  • Information technology
  • Innovation
  • Management
Teaching methods
  • Blended learning
Last updated on 19-03-2018

Relevant links
Learning objectives
  • 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.
Course prerequisites
We expect students to have a solid understanding of strategy and organizational literature.
Examination
Management of Digitalization: Create Business and Industrial Age Approaches:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 15 pages
Assignment type Report
Duration Written product to be submitted on specified date and time.
Grading scale 7-step scale
Examiner(s) Internal examiner and external examiner
Exam period Winter
Make-up exam/re-exam
Same examination form as the ordinary exam
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.
Description of the teaching methods
In the course we will bring in companies that students will be asked to give input to how they could possible improve. Students will be asked to give short presentations in class and get feedback from the company and the teacher.

Also, there will Harvard style cases, 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.

The assignments can be used directly in the project.

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).
Student workload
In class experience 30 hours
Preparation for class 122 hours
Peer grading 20 hours
Project 34 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 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.
 
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 19-03-2018