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2019/2020  KAN-CCMVI2065U  Leading Innovative Organizations

English Title
Leading Innovative Organizations

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration Summer
Start time of the course Summer, Summer
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 80
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Ginger Grant - Department of Management, Society and Communication (MSC)
For academic questions related to the course, please contact instructor Ginger Grant at gg.msc@cbs.dk
Main academic disciplines
  • Innovation
  • Management
  • Organisation
Teaching methods
  • Online teaching
Last updated on 16/04/2020

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 their understanding of values-based practice.
  • Describe the practices and principles of organizational culture transformation.
  • Articulate systemic change processes.
  • Explain organizational design principles.
  • Indicate a broad comprehension of concepts, theories, models and frameworks necessary to analyze the relationship between culture and climate.
Course prerequisites
Completed Bachelor's or Master's degree
Leading Innovative Organizations:
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 Project
Duration Written product to be submitted on specified date and time.
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Summer, Ordinary exam: Home Assignment: 23/24 June-24 July 2020. Please note that exam will start on the first teaching day and will run in parallel with the course.
Retake exam: Home Assignment: 72-hour home assignment: 5–8 October 2020 – for all ISUP courses simultaneously
3rd attempt (2nd retake) exam: 72-hour home assignment: 23–26 November 2020 – for all ISUP courses simultaneously

Exam schedules available on https:/​/​www.cbs.dk/​uddannelse/​international-summer-university-programme-isup/​courses-and-exams
Make-up exam/re-exam
Same examination form as the ordinary exam
Retake exam: 72-hour home project assignment, max. 10 pages, new exam question
Exam form for 3rd attempt (2nd retake): 72-hour home project assignment, max. 10 pages, new exam question
Course content, structure and pedagogical approach

Students are introduced to the practice of values-driven leadership in organizational cultures for public and private sector organizations. The course will explore the psychological life of organizations and how organizational culture and climate drive sensemaking (filtering, processing and attachment of meaning). Tools such as values-based learning/leadership, the role of design-driven innovation and strategic planning frameworks using both domestic and international contexts will be explored. Both personal and collective values within an organization will be examined. Discussions will center on organizational culture and organizational climate and the current status of their relationship in organizational change management.  How do we embrace productive tensions in cross-cultural communication and how may organizational design serve as conduit for social innovation? Most importantly, how can such a deeper understanding of corporate culture drive 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. Why values? Setting the stage for leading innovation practice. The DNA of Innovation.
Class 2: The role of human-centered design (HCD) in building an innovation culture. Design Thinking and beyond.
Class 3: Organizational metaphors and the role of storytelling. Data storytelling.
Class 4: Assessing Business Innovation. Cultural Audits.
Class 5: Culture or climate? Or both? The relationship and models of culture.
Class 6: Gamechanging - disruptive strategy.
Feedback activity:
Class 7: Stakeholder analysis.
Class 8: Social Innovation.
Class 9:  Building a 'Ba' for knowledge transfer.
Class 10: Values-Based Leadership.
Class 11: Trends and AI (Artifical or Augmented Intelligence?) 


Description of the teaching methods
This year all courses are taught digitally over the Internet. Instructors will apply a mixture of direct teaching through a live link (like Skype, Team, Zoom…) and indirect, where visual pre-recorded material is uploaded on Canvas. The instructor will inform participants about the precise format on Canvas.
Feedback during the teaching period
A stop/start/continue exercise.
Moreover, a research question (problem formulation) must be handed in to the course instructor for her approval no later than 10 July 2020. The instructor must approve the research question (problem formulation) no later than 15 July 2020. The approval is a feedback to the student about the instructor's assessment of the problem's relevance and the possibilities of producing a good report. No comment will be offered after July 15.
Student workload
Preliminary assignment 20 hours
Classroom attendance 33 hours
Preparation 126 hours
Feedback activity 7 hours
Examination 20 hours
Further Information

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 March 2020.



Expected literature

Mandatory readings:


Penker, M., Junermark, P. and Jacobsen, S. (2017). Managing your innovation strategy, organization and initatives. Stockholm: Innovation 360 Group Ltd. (also available in Kindle edition).
Other course readings will be gathered from peer-reviewed journals and uploaded for the students on CBS Canvas.  Examples (more may be provided before class begins and throughout the course):
Amabile, T., Conti, R., Coon, H., Lazenby, J., Herron, M. (1996). Assessing the Work Environment for Creativity. Academy of Management Journal.  Vol. 39(5); 1154-1184. (30 pages)
Alvesson, M. and Spicer, A. (2012). A Stupidity-Based Theory of Organizations. Journal of Management Studies. Vol. 49(7): pp 1194-1220. (26 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).
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).
Gauntlett, D. and Thomsen, B. (2013). Cultures of Creativity: Nurturing creative mindsets across cultures. The LEGO Foundation. (48 pages).
Grant, G. (2017). The untapped power of imagination in the workplace. in Neal, J. (ed). Handbook of Personal and Organizational Transformation. Berlin: Springer. pp 1-35. (35 pages)
Gregory, J. (2003). Scandinavian approaches to participatory design. Int. J. Engng. Ed. Vol 19(1): pp 62-74. (12 pages).
Khanal, P., Bernard, JG, and Aubert, B. (2017). IT Enabled Frugal Effectuation. SIGMIS-CPR'17, June 21-23, 2017, Bangalore, India.
Lee, S.K. and Yu, K. (2004). Corporate Culture and Organizational Performance. Journal of Managerial Psychology. Vol. 19(4): 340-359 (19 pages).
Lowe, P., Williamson, P. and Wood, R. (2011). Five styles of strategy innovation and how to use them. European Management Journal, Vol 19(2): pp. 115-125
Nonaka, I. and Konno, N. (1998). The Concept of ͞Ba: 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).
Schwarz, G. and Stensaker, I. (2014). Time to take off the theoretical straightjacket and (re-)introduce phenomenon-driven research. The Journal of Applied Behavioural Science. Vol 50(4): pp. 478-501. (23 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).
van Turnhout, K., Bennis, A., Craenmehr, S., Howerda, R., Jacobs, M., Niels, R., Zaad, L.m Hoppenbrouwers, S., Lenior, D., and Bakker, R. (2014). Design Patterns for Mixed-Method Research in HCI. NordiCHI-14, Oct 26-30, 2014. Helsinki. (10 pages)
Verganti, R. (2008). Design, Meaning, and Radical Innovation: A metamodel and a research agenda. Journal of Product Innovation Management. Vol 25: pp. 436-456 (20 pages).
Verganti, R. and Oberg, A. (2013). Interpreting and envisioning - a hermeneutic framework to look at radical innovation of meanings. Industrial Marketing Management. Vol. 42(1); pp. 86-95 (9 pages).



Additional relevant readings:


Penker, M., Junermark, P. and Jacobsen, S. (2017). How to assess and measure business innovation. Stockholm: Innovation 360 Group Ltd. (also available in Kindle edition) 



Last updated on 16/04/2020