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2022/2023  KAN-CCBLV2201U  Managing Digital Work and Collaboration

English Title
Managing Digital Work and Collaboration

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
Min. participants 20
Max. participants 60
Study board
Study Board for BSc and MSc in Business, Language and Culture, MSc
Course coordinator
  • Liana Razmerita - Department of Management, Society and Communication (MSC)
Main academic disciplines
  • Globalisation and international business
  • Information technology
  • Management
Teaching methods
  • Blended learning
Last updated on 15-02-2022

Relevant links

Learning objectives
In order to achieve the grade 12, the students should be able to:
  • Define and formulate a research problem around the digital work
  • Apply key concepts and theoretical frameworks from the course to analyze the case(s) of new digital work
  • Identify and discuss management practices and strategies in the selected case(s)
  • Reflect critically on your experience and learning process during the course
Course prerequisites
No prerequisites
Managing Digital Work and Collaboration:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 10 pages
Assignment type Project
Duration 2 weeks to prepare
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Winter
Make-up exam/re-exam
Same examination form as the ordinary exam
Course content, structure and pedagogical approach

Knowledge work continues to develop and evolve as we have witnessed recently through the emergence of remote or hybrid workplaces, the advent of the gig economy, as well as the surge in digital nomads. The pandemic has further accelerated the transition to digital work practices due to a compelling need to continue organisations’ businesses operations and sustain employees’ livelihood. By harnessing the capabilities of digital technologies, digital work practices allow for more dynamic and fluid work arrangements regarding where and when work is done. This is especially relevant for high-skilled knowledge workers in different fields of knowledge-intensive industries including business, creative, financial, and service industries.


This course is targeted at students interested in learning about how to manage digital work (e.g. remote work and virtual teams) empowered by digital technologies. The course focuses on new approaches for managing knowledge, communication and innovation in the digital age. The course discusses how digital technologies (e.g., social media, artificial intelligence, digital platforms, and  data analytics) are leveraged to support collaboration and innovation within cultural and institutional contexts as well as the consequences, intended or otherwise, stemming from their usage. Additionally, we will deliberate on the role of leadership and its associated strategies for managing digital knowledge work alongside the Sustainable Development Goals (SDGs) being implemented by organizations. To comprehend the changing nature of work, we will draw on several management theories (e.g., paradox, self-determinantion and social dilemma theories) to uncover the strategic considerations underlying organizations’ transition to novel, digital forms of working and innovating.


The course will offer a fundamental coverage of the following topics:


  • Dynamics of managing digital work practices for collaboration and innovation
  • Managing remote work and virtual teams
  • Socio-cultural issues related to managing and sharing knowledge
  • Managing virtual communities
  • Role of digital technologies in digital transformation of work
  • Influence of digital work on identities and work lives in the age of digitalization
  • Opportunities and challenges associated with new work practices involving novel, digital forms of organizing
  • Implication of new work practices on knowledge, culture and innovation


Throughout the course, students are expected to critically reflect on managing knowledge work and digital transformation of work, both in terms of the opportunities and challenges as well as the potential consequences brought about by such work practices at different levels of analyses (e.g., individual, organizational or societal).


Description of the teaching methods
This course comprises a mix of in-class lectures and workshops combined with online activities. Students, in groups or individually, will build on theoretical concepts and case studies covered during in-class lectures and workshops to construct a mini project for the examination.

Teaching methods will include lectures, discussions of case studies and hands-on project work as well as presentations by students of assignments.
Feedback during the teaching period
Students will receive feedback in relation to their assignments and group work during the course; therefore they are expected to participate actively in the classroom assignments during the course. The students will present their work-in-progress on their project topic towards the end of the course and receive further feedback on it.
Student workload
Lectures and workshops 30 hours
Group work and assignments 40 hours
Preparation for lectures and workshops 60 hours
Preparation for exam 76 hours
Expected literature


Some references for the course. The full list of readings will be available on Canvas.

Please note that that this is an indicative list of articles which is subject to change.


Barley, S. R., Bechky, B. A., & Milliken, F. J. (2017). The Changing Nature of Work: Careers, Identities, and Work Lives in the 21st Century. Academy of Management Discoveries3(2), 111–115. https:/​​/​​doi.org/​​10.5465/​​amd.2017.0034


Dery, K., Sebastian, I. M., & van der Meulen, N. (2017). The Digital Workplace is Key to Digital Innovation. MIS Quarterly Executive16(2), 135–152.


Johnson, S. L., Safadi, H., & Faraj, S. (2015). The emergence of online community leadership. Information Systems Research. https:/​/​doi.org/​10.1287/​isre.2014.0562


Faraj, S., Jarvenpaa, S. L., & Majchrzak, A. (2011). Knowledge collaboration in online communities. Organization Science, 22(5), 1224–1239.


Faraj, S., Pachidi, S., & Sayegh, K. (2018). Working and organizing in the age of the learning algorithm. Information and Organization, 28(1), 62–70. 


Gal, U., Jensen, T. B., & Stein, M. K. (2020). Breaking the Vicious Cycle of Algorithmic Management: A Virtue Ethics Approach to People Analytics. Information and Organization30(2), 100301.


Leonardi, P. M. (2017). The social media revolution: Sharing and learning in the age of leaky knowledge. Information and Organization27, 47–59


Leonardi, P. M. (2021). COVID-19 and the New Technologies of Organizing: Digital Exhaust, Digital Footprints, and Artificial Intelligence in the Wake of Remote Work. In Journal of Management Studies. https:/​/​doi.org/​10.1111/​joms.12648


Newell, S., Morton, J., Marabelli, M., & Galliers, R. (2020). Managing Digital innovation. Springer Nature (excerpts).


Razmerita, L., Brun, A., & Nabeth, T. (2021). Collaboration in the Machine Age: Trustworthy Human-AI Collaboration. forthcoming in M. Virvou, G. Tsihrintzis, & J. Lakhmi (Eds.), Advances in Selected Artificial Intelligence Areas - World Outstanding Women in Artificial Intelligence (p. 23). Springer Nature.


Razmerita, L., Kirchner, K., & Nielsen, P. (2016). What Factors Influence Social Media Communication? A social dilemma perspecive of social media. Journal of knowledge management, 20(6), 1225-1246


Zammuto, R. F., Griffith, T. L., Majchrzak, A., Dougherty, D. J., & Faraj, S. (2007). Information Technology and the Changing Fabric of Organization. Organization Science, 18(5), 749–762. https:/​/​doi.org/​10.1287/​orsc.1070.0307




Last updated on 15-02-2022