• 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

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.

During this course (MCIO) the students will get to know of and understand the specific nature of creative industries and the particular ways in which they differ from other industries. In particular they will understand what these particularities mean for organizing and managing such organizations. Creative business processes are also often part of the core of firms belonging to the creative industries, but significant creative activities are also found in many other industries regardless of levels of technology. However, understanding creative industries is a prerequisite for understanding many creative business processes.

By working in groups on a synopsis that connects the course’s theoretical perspectives with the challenges of real-life creative and innovation enterprises, the students strengthen their capacity for collaboration and critical thinking in connecting global ideas to specific local contexts.

The readings for the course includes the following texts:

Introduction

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).

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

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

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).

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

Pedersen, E.R.G., Earley, R. and Andersen, K.R. (2019), "From singular to plural: exploring organisational complexities and circular business model design", Journal of Fashion Marketing and Management, Vol. 23 No. 3, pp. 308-326.

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.

Cappelen, S.M. and Strandgaard Pedersen, J. (2021). Hijacked by Hope: Mission Drift and Identity Search in a Non-Profit Organization. RAE-Revista de Administração de Empresas (Journal of Business Management). Vol. 61(1): 1-15, January-February 2021.

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)

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.

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).

Organizing for Creativity and Complexity

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.

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 (3^rd edition). Palgrave- Macmillan. (pp.1-34) (Compendium)

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

Grugulis I, Stoyanova D. The missing middle: communities of practice in a freelance labour market. Work, Employment and Society. 2011;25(2):342-351. doi:10.1177/​0950017011398891 (Human resource development and learning- diversity debate)

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): (selection)

HRM: Careers and Career (Self-)Management

Sullivan, S. E., & Baruch, Y. (2009). Advances in career theory and research: A critical review and agenda for future exploration. Journal of management, 35(6), pp. 1542-1571.  http:/​/​jom.sagepub.com.esc-web.lib.cbs.dk/​content/​35/​6/​1542 (for conceptual overview on various career concepts)

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

Lichtenstein & Mendenhall (2002). Non-linearity and response-ability: Emergent order in 21st-century careers. Human Relations, Volume 55(1), 5–32   http:/​/​hum.sagepub.com/​content/​55/​1/​5.full.pdf

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).

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).

March, J.G. (1991). How Decisions Happen in Organizations. Human-Computer Interaction, vol.6, pp.95-117.

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).

Temporary Organizations: Events

Lampel, J. & Meyer, A.D. (2008) Field-Configuring Events as Structuring Mechanisms: How Conferences, Ceremonies, and Trade Shows Constitute New Technologies, Industries and Markets. Journal of Management Studies 45(6) 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.

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.

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.

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