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2023/2024  KAN-CCMVV1908U  Digital Media and the Organization: Innovation, Branding, and Strategy

English Title
Digital Media and the Organization: Innovation, Branding, and Strategy

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 cand.merc. and GMA (CM)
Course coordinator
  • Rob Gleasure - Department of Digitalisation (DIGI)
Main academic disciplines
  • Information technology
  • Communication
  • Strategy
Teaching methods
  • Blended learning
Last updated on 21-11-2023

Relevant links

Learning objectives
  • Critically assess the challenges and opportunities of digital media for an organization from an operational point of view (e.g., information management, marketing, public relations, management, product development)
  • Apply theory presented during the course to understand how a given organization can adapt their strategy and communication to address digital media challenges
  • Gather and analyze empirical data to support, challenge, and refine theoretical assumptions about a given organization
Digital Media and the Organization: Innovation, Branding, and Strategy:
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 Written assignment
Release of assignment An assigned subject is released in class
Duration Written product to be submitted on specified date and time.
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
If the student fails the first written project exam, he/she can either submit a revised version of the project, or a completely new project for the re-exam
Description of the exam procedure

Students are required to choose a real-life organization and analyze how it utilizes digital media for organizational operations, using one or more theoretical framing as a lens for analysis. Examples of such organizational operations could be: the development of digital business models or digital business strategies, marketing and branding using new media, innovating activities facilitated by new media, community building in online social media. Empirical data (preferably qualitative data) should be collected to answer the research question. The topic of the report will be formulated with the student during the course.




Course content, structure and pedagogical approach

On the global marketplace, where demands for transparency and knowledge sharing are rising and where returns on investment (ROI) from traditional communication channels are declining, digital media – like Facebook, Twitter, and Wikipedia – have become vital tools for organizations, both internally and externally. With the pervasiveness of digital media, whereby potentially anyone can contribute, distribute, and publish content, new paradigms of 'reality' are told, shared, negotiated and disputed. Some call it democracy, others anarchy. Either way, being able to understand, utilize and capitalize on digital media is essential for the future systems manager, marketing director, management consultant, innovator and communications executive.

Taking an interdisciplinary approach, this course will introduce and discuss theories and empirical cases aiming at a better understanding the impacts and challenges of digital media technologies, and their significance in regards to organizational innovation, branding and strategy.


Description of the teaching methods
The course will be taught online using pre-recorded lectures that explore different concepts each week. Each concept will be taught using practical real-world examples and reflective questions for students.

The course includes an additional face-to-face session with students, where the group can exchange ideas and discuss possible exam topics. This session takes the form of a flipped classroom, where students lead the discussion and apply general ideas from the course to specific cases.
Feedback during the teaching period
Each week will present students with cases/examples. Students will then post their solutions to the Discussion section on Canvas. Feedback will be provided on these solutions, complemented by peer discussion.
Student workload
Lectures 22 hours
Workshops 11 hours
Prep for classroom attendance 90 hours
Exam preparation 83 hours
Expected literature


  • Antorini, Y. M., & Muñiz Jr., A. M. (2013). The Benefits and Challenges of Collaborating with User Communities. Research Technology Management, 56(3), 21–28.
  • Bettencourt, L. A., Lusch, R. F., & Vargo, S. L. (2014). A Service Lens on Value Creation: Marketing’s Role in Achieving Strategic Advantage. California Management Review, 57(1), 44–66.
  • Flyvbjerg, B. (2006). Five Misunderstandings About Case-Study Research. Qualitative Inquiry, 12(2), 219–245.
  • Gulbrandsen, I. T., & Just, S. N. (2013). Collaboratively constructed contradictory accounts: online organizational narratives. Media, Culture & Society, 35(5), 565–585.


Some of the expected literature might change. The complete list of mandatory readings will be included as the course syllabus is uploaded, before the start of the semester.

Last updated on 21-11-2023