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2019/2020  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
  • Organisation
  • Sociology
Teaching methods
  • Face-to-face teaching
Last updated on 22-04-2020

Relevant links

Learning objectives
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 Home assignment - written product
Individual or group exam Group exam
Please note the rules in the Programme Regulations about identification of individual contributions.
Number of people in the group 4-5
Size of written product Max. 20 pages
Please make sure that it is clear in the written product who is responsible for which of the written parts in order to give individual grades.
Assignment type Written assignment
Duration Written product to be submitted on specified date and time.
Grading scale 7-point grading scale
Examiner(s) Internal examiner and second internal examiner
Exam period Spring
Make-up exam/re-exam
Same examination form as the ordinary exam
Description of the exam procedure

The following formal guidelines apply concerning the home assignment:


  1. That the page limits is raised from 10 pages (in the existing synopsis) to maximum 20 pages in the new home assignment (including front page, table of contents, reference list and appendices).
  2. That you identify which students are responsible for which sections/pages in the written assignment.
  3. The grade will be based on an assessment solely of the written assignment.


That the directions for the new home assignment are as follows:

“ Based on the case you have chosen for your group synopsis you are asked to:

  1. Identify one or two main managerial and organizational challenges that your case organization currently faces and argue why you consider them to be challenges for the organization.
  2. Analyze the identified challenges by choosing and applying a selection of relevant theories from the course readings.
  3. Write a section reflecting on the reason(s) why you used these particular theories and concepts, and how they helped your understanding by applying them to the case that other theories and concepts could not help you with.
Course content, structure and pedagogical approach

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.

Description of the 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

The readings for the course includes the following texts:


Burns, T. & Stalker, G.M. (1961). Mechanistic and Organic Systems. The Management of Innovation. London, Tavistock Publications. Here from Shafriz & Ott (eds.) 1996. Classics of Organization Theory. (Chp. 18) (Compendium).

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.


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).

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).

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


Organizing for Identity

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.

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.


Organizing for Legitimacy

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)

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 (Compendium).

Battilana, J., Leca, B. & Boxenbaum, E. (2009): How Actors Change Institutions: Towards a Theory of Institutional Entrepreneurship. Academy of Management Annals. 3(1):65-107


Organizing for Creativity, Complexity and Change

Dalpiaz, E., Rindova, V. and Ravasi, D. (2016). Combining Logics to Transform Organizational Agency: Blending Industry and Art at Alessi. Administrative Science Quarterly, 61(3), 347–392.

Mainemelis, C., Kark, R. and Epitropaki, O. (2015). Creative Leadership: A Multi-Context Conceptualization, The Academy of Management Annals, 9:1,393-482. https:/​/​doi.org/​10.1080/​19416520.2015.1024502 

Svejenova, S. and Christiansen, L. (2018). Creative Leadership for Social Impact. Research in the Sociology of Organizations, 55: 47-72.


Production of Value

Khaire, M. (2017). The Business of Culture. Chapter 1 in Culture and Commerce. Stanford University Press. Stanford, California, pp. 3-26. (Compendium).

Matthews, J. and J.S. Maguire (2014). Introduction: Thinking with Cultural Intermediaries, and, Chp. 17 Food and Drink. In Matthews and Maguire (eds.) The Cultural Intermediaries. Sage, pp.1-11 and pp.192-201. (Compendium).

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).


Project Management

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

Bechky, B. A. (2006): Gaffers, gofers, and grips: Role-based coordination in temporary organizations. Organization Science, 17(1), 3-21.

Engwall, M. (2003): No project is an island: linking projects to history and context. Research Policy 32 (2003) 789–808.


HRM and Creative Industries

Boxall, P. and Purcell, J. (2011) Chp.1. The Goals of Human Resource Management. In Boxall, P. & Purcell, J. (eds) Strategy and Human Resource Management (3rd edition). Palgrave- Macmillan. (pp.1-34) (Compendium)

Stjerne, I.S. (2018). Closing the HRM Scholar-practitioner Gap: Turning to the aesthetic experience in human resource selection. Ephemera: theory & politics in organization 18(2):

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


HRM: Organizing Projects and Careers

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).

Söderlund, J. & Bredin, K. (2006) HRM in project-intensive firms: Changes and challengesHuman Resource Management 45(2): 249-265.

Bévort, F. & Stjerne, I.S. (2019). Exploring the Roles of Relations and Institutions in Bounding Careers: multilevel career analysis in the film industry and professional service firms. Chapter 18 in Contribution to Routledge Companion to Career Studies. Gunz H., Mayrhofer, W. Lazarova, M. (Eds.). Routledge. (Compendium).


Temporary Organizations: Events

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.

Rüling, C. C. and Strandgaard Pedersen, J. (2010). Film Festival Research From an Organizational Studies Perspective. Scandinavian Journal of Management. 26(3): 318-323.

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).


Organizing for Change and Transformation

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

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., Mazza, C., Strandgaard Pedersen, J. and Svejenova, S. (2005). Shielding Idiosyncrasy from Isomorphic Pressures: Towards Optimal Distinctiveness in European Film Making.Organization. 12 (6): 863-888.

Last updated on 22-04-2020