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ORGANIZATIONAL BEHAVIOR (OB)
Fall 2013
The EngAGE Programme
Engaged Applied Global Education
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Organizational Behavior (OB)
Course Outline
Faculty:
Dr Silviya Svejenova, Professor, Department of Organisation. Kilen. Office 4.64, email: [email protected] (office hours – by appointment)
Dr Anna Gerstrøm, Research Associate, Department of Organisation. Kilen. Office
4.98, e-mail: [email protected] (office hours – by appointment)
Dear Students,
Welcome to the course and the fascinating world of managing and organizing!
Our journey will have three major “stops” or modules, focused on helping you to
grasp essential aspects of managing (1) organizations, (2) people, and (3) processes
and practices. Below you will find information related to the course: learning
objectives, course overview, exam details, books and websites for further insight and
inspiration, roadmap, detailed syllabus, and our brief bios.
We look very much forward to meeting you on Tuesday, October 22 and working
with you.
Bring in your inquisitiveness, critical thinking, and passion for discovery!
Best wishes
Silviya & Anna
October 14, 2013
Kilen, CBS
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Learning objectives
After taking this course, you should be able to:
- Demonstrate an understanding of the concepts, theories, models and
approaches presented in the course.
- Demonstrate an ability to analyze and explain Organisational Behaviour related
situations and practices in an organisation, using concepts, theories, models and
approaches discussed in the course.
- Formulate effective solutions to Organisational Behaviour related problems or
situations in an organization, using the concepts, theories, models and
approaches addressed in the course.
- Deliver well-structured and compelling written and oral presentations on
Organizational Behaviour issues, tailored to the needs of a specific audience.
Course overview
The study of organizational behaviour is an inter-disciplinary field, drawing on
insights from cognitive and social psychology, economics, sociology and
anthropology. This course will provide you with a foundation in organizational
behaviour, meaning the behaviour of individuals and groups within organizations.
This foundation will be built through investigation and practical application of the
most relevant classic and contemporary research on organizational behaviour.
We will examine how individual differences and abilities, group dynamics and
processes, culture, leadership approaches, technology, and organizational structure
affect behaviour. We will consider how motivation, stress, communication and
conflict can also affect behaviour. You will: 1) develop an ability to analyze,
understand, and explain important aspects and determinants of behaviour in
organizations, and 2) apply theories from the course in a practical way to
competently and strategically solve problems, envision and achieve successful
organizational change, and be more effective leaders and managers, especially in an
international business and multi-cultural context.
Through a range of teaching methods and course materials, the concepts from the
course will be introduced and applied to different types of organizations operating in
diverse sectors and geographies. The importance of culture and the implications
from the “global village” context in which organizations operate will be emphasized
and discussed.
In that, the course will investigate relations between individuals (employees,
managers, leaders), groups, organizations, industries and the wider organizational
context. Guests speakers would allow us to elaborate on the topics discussed in
class. The course will highlight the international dimension through using a range of
examples form Europe, the US, Asia-Pacific and elsewhere. Finally, the research
conducted by us and our colleagues will inform the theoretical and practical
underpinnings of the course.
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The exam in the subject consists of two parts:
Part 1. EngAGE Organisational Behaviour 1: 70%
Type: Oral with Written Assignment
Oral group examination based on group project of max. 10 standard pages per
student written by 3-5 students. The grade is an overall assessment of the written
project and the individual oral performance. Declaration of Authorship (available on
E-campus) must be included in the group project.
Part 2. EngAGE Organisational Behaviour 2: 30%
Type: Home Assignment, Individual, maximum 5 standard pages.
Prerequisites for registering for the exam
Compulsory assignments (assessed approved/not approved)
During the course the students will have the opportunity to complete 5 individual
assignments as a way to get feedback on their progress with the course material.
Each assignment should be a page long write-up on a case or reading(s) from the
course syllabus, and should have dates of submission specified in the course outline.
The assignments will be assessed by the teachers of the course with pass/fail. 3 out
of the 5 assignments have to be completed satisfactorily for students to qualify for
the exam.
Retake and make-up examination in case of failed submission of 3 assignments will
be a 24 hour individual home assignment of max. 10 pages which must be assessed
by the teacher of the course with pass/fail prior to the regular examination
Detailed information on re-take and make-up examination is available in the CBS
course catalague: http://kursuskatalog.cbs.dk/2013-2014/BA-HAI_ENOB.aspx
Key dates and deliverables:
- Individual and group assignments announced and explained in class: Oct 26
- Individual exam assignment (Part 2) due: Nov 8
- Compulsory assignments (Prerequisite) due: Nov 15
- Re-exam, if prerequisite assignments failed: announced Dec 3, turned in Dec 4
- Group exam assignment (Part 1 - written) due: Dec 5
- Group oral examination based on written assignment (Part 1 - oral): Dec 12
- Re-exam: date to be confirmed
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“The Extra Mile”: Books and Websites for further insight and inspiration
(1) Some books for further reading:
Clegg, S., D. Courpasson & N. Phillips 2006. Power and Organizations. London: SAGE.
Grey, C. 2005. A Very Short, Fairly Interesting and Reasonably Cheap Book about
Studying Organizations. London: SAGE.
Grint, K. 2010. Leadership – A Very Short Introduction. Oxford: Oxford UP.
Hatch, M.J. 2011. Organizations - A Very Short Introduction. Oxford : Oxford UP.
Hatch, M.J. with Cunliffe, A. 2006. Organization Theory: Modern, Symbolic and
Postmodern Perspectives. Oxford: Oxford UP.
Jackson, B., Parry, K. 2008. A Very Short, Fairly Interesting and Reasonably Cheap
Book about Studying Leadership. London: SAGE.
March, J. 1994. A Primer on Decision Making: How Decisions Happen. NY: Free Press.
Martin, J. 2002. Organizational Culture. Mapping the Terrain. London: SAGE.
Morgan, G. 2006. Images of Organization, 2006. Thousand Oaks, CA: SAGE.
Weick, K. 1979. The Social Psychology of Organizing, McGraw-Hill.
(2) Some websites with food for thought:
- BCG Library of Thought Leadership http://www.bcg.com/expertise_impact/publications/default.aspx
- BCG on YouTube - http://www.youtube.com/user/TheBCGVideo
- United Nations Global Compact - http://www.unglobalcompact.org/
- Fast Company - http://www.fastcompany.com/
- Financial Times - http://www.ft.com/home/europe
- Fortune Magazine - http://money.cnn.com/magazines/fortune/
- Harvard Business School Working Knowledge - http://hbswk.hbs.edu/
- Improvisations, A blog from MIT Sloan Management Review http://sloanreview.mit.edu/improvisations/#.UH1n3aCVC9Y
- McKinsey Quarterly - http://www.mckinseyquarterly.com/home.aspx
- Stanford Social Innovation Review - http://www.ssireview.org/
- TED Talks, Ideas worth spreading - http://www.ted.com/talks
- The Economist - http://www.economist.com/
- The New Yorker - http://www.newyorker.com/
- The IBM C-suite studies - http://www-935.ibm.com/services/c-suite/seriesdownload.html
- Wall Street Journal - http://uk.wsj.com/home-page
- Wired - http://www.wired.com/
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ROADMAP
The chapters suggested below as background reading are from the course´s recommended textbook:
Clegg, S., Kornberger M., and Pitsis, T., 2011, Managing and Organizations. An Introduction to Theory
and Practice, 3rd edition, London: SAGE.
The required articles all have a link to the document’s full text in the CBS electronic library. To access
them, please follow the link and once on the page of the article, please select a reading format of
your convenience (e.g. pdf, html).
You will receive copies of cases and exerises for discussion in class. Additional readings are available in
the detailed syllabus, which follows the roadmap. You can search for and access those on your own in
the CBS library, which has their full text.
Module 1 Understanding and Managing Organizations
Session
Session/Topic
Session 1
Introduction to management and
Tues, Oct 22, PM
organizations
Silviya & Anna
Session 2
Wed, Oct 23, AM
Silviya
The global context of organizations
Session 3
Wed, Oct 23, PM
Silviya & Anna
Organizing: from beginning to end.
Organization design.
Session 4
Fri, Oct 25, AM
Silviya
Organizational transformation and
change
Session 5
Tues, Oct 29, PM
Anna
Organizational space, identity, and
culture
Module 2 Understanding and Managing People
Session
Session/Topic
Session 6
Managing oneself
Activities/Background Reading
Who’s Who?
- Introductions (you, we, and OB)
- Introduction to OB’s most influential
thinkers and their ideas
- A Quiz…
Announcing groups for the course
Word Factory exercise (in class)
- Chapters 1 & 12
- Drucker, What executives should remember
Debate: The world: flat, round or spiky?
Implications for managing and organizing
- Chapter 15
- Friedman. The world is flat
- Florida. The world is spiky
- Kao. Tapping the world´s innovation hotspots
Discussion based on excerpts from the
documentary “Startup.com”
Introduction to principles of organizational
design
- Chapter 14
- Mintzberg. Organizational design
Case discussion “Ferran Adrià and the
Transformation of elBulli”
- Chapter 10
- Announcing and explaining individual and
group exam assignments
- Greiner. Evolutions and revolutions
Shaping organizational space to express
identity, encode culture and facilitate
interactions
- Chapter 6
- Meyerson & Martin. Cultural change
- Hatch & Schultz. The dynamics of
organizational identity
Activities/Background Reading
Perceptions, motivations, and careers
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-
Tues, Nov 5, PM
Anna
Session 7
Wed, Nov 6
Anna
Session 8
Thurs, Nov 7, AM
Silviya
Managing groups and group
dynamics
Session 9
Fri, Nov 8, AM
Silviya
Leading people in organizations
Managing people in situations
of crisis
Chapter 2
Drucker, Managing oneself
Understanding and managing groups
- Chapter 3
- Hackman, Why teams don’t work
Discussing the role and work of managers in
organizations
Excerpts from the movie “Twelve O´Clock High”
- Chapter 4
- Kotter, Leading change
Discussing the nature of leadership and its
differences from management
- “A portrait of a leader I admire”,
(voluntary) presentations in class based on
the individual assignment
- Chapter 4
- Mintzberg, The manager’s job
- Kotter, What leaders really do
Module 3 Understanding and Managing Processes and Practices
Session
Session/Topic
Activities/Background Reading
Session 10
Decision-making, power, and
Role play “A Vision to BE”
Tues, Nov 12, PM
communication
- Chapters 7 & 8
Silviya
- Pfeffer, Power play
Session 11
Creativity, knowledge-sharing,
Processes and practices for sustaining a culture
Wed, Nov 13, PM
and innovation
of creativity, learning, and innovation
Silviya
- Chapters 9, 10, & 13
- O'Reilly III & Tushman, Organizational
ambidexterity
- Hargadon. Firms as knowledge brokers
Session 12
Managing and organizing for
How organizations deal with sustainability
Fri, Nov 15, PM
sustainability
- Chapter 11
Silviya
- Porter, Creating shared value
Session 13
Managing talent globally
Discussing ways in which organizations discover
Tues, Dec 3, PM
and develop talent. The role of human resource
Silviya
management function and corporate
universities
- Chapter 5
- Fernández-Aráoz, Groysberg, Nohria. How
to hang on to your high potentials
Session 14
Managing your career and
- Discussing how to create a meaningful
Wed, Dec 4, PM
network
career and enhance your network
Silviya & Anna
Wrap-up
- Reviewing and connecting the course
topics
- Battilana, J. & Casziaro, T. 2013. The
network secrets of great change agents.
- Svejenova. 2005. The path with the heart
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DETAILED SYLLABUS
All cases and exercises will be provided to you. Some of the background readings wil
also be made available to you, either in a pdf format or through a link for access. The
rest you will have to download yourselves from the CBS library.
MODULE 1: UNDERSTANDING AND MANAGING ORGANIZATIONS
Session 1 Introduction
We will define what managing and organizations are about, and discuss why
understanding organizational behavior is so important. We will also introduce most
influential theorists and their ideas. Groups for the course will be announced and
engaged in the exercise “Word Factory” (to be distributed in class).
Background readings:
Clegg, Kornberger, & Pitsis, 2011, Chapter 1 & 12
Drucker, P. 2006. What executives should remember. Harvard Business Review,
84(2), 144-152 http://escweb.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db
=bth&AN=19406207&site=ehost-live&scope=site
Harvard Business Review Time line “Great moments in management” http://hbr.org/2012/11/great-moments-in-management
Further readings:
The Man Who Invented Management. 2005. Business Week
http://www.businessweek.com/stories/2005-11-27/the-man-who-inventedmanagement
Session 2 The global context of organizations
We will discuss the role of environment in providing opportunities and challenges for
organizations. Our focus will be on two main aspects of the environment –
technology and globalization – and the implications of those for managing and
organizing. We will have a debate “The world: flat, round or spiky? Implications for
managing and organizing” (instructions to be given in class)
Background readings:
Clegg, Kornberger, & Pitsis, 2011, Chapter 15
Friedman, T. L. 2005. It's a Flat World, After All. The New York Times, April 3,
http://www.nytimes.com/2005/04/03/magazine/03DOMINANCE.html?_r=0&page
wanted=print&position=
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Florida, R. The World Is Spiky. 2005. The Atlantic Monthly, October
http://www.theatlantic.com/past/docs/images/issues/200510/world-is-spiky.pdf
Kao, J. 2009. Tapping the World's Innovation Hot Spots. Harvard Business Review.
87(3), 109-114
http://escweb.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db
=bth&AN=36589944&site=ehost-live&scope=site
For viewing…
An Interview with Thomas Friedman, author of the World is Flat
http://www.youtube.com/watch?v=53vLQnuV9FY
Further reading
Bartlett, C.A., Ghoshal, S. 1992. What Is a Global Manager? Harvard Business Review,
70(5), 124-13 (full text downloadable from CBS online library)
Bartlett, C.A.., Ghoshal, S. 1988. Organizing for Worldwide Effectiveness: The
Transnational Solution. California Management Review. 31(1), 54-74 (full text
downloadable from CBS online library)
Session 3 Organizing: from beginning to end. Organizational design
Using excerpts from the documentary “Startup.com”, we will observe and discuss
how organizing happens from scratch and the role of management and leadership in
the forming and growing of a start-up organization. Also, we will introduce basic
notions of organizational design and compare different configurations.
Background reading:
Clegg, Kornberger, & Pitsis, 2011, Chapter 14
Mintzberg, H. 1981. Organization design: fashion or fit? Harvard Business Review.
59(1), 103-116
http://escweb.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db
=bth&AN=3867879&site=ehost-live&scope=site
Further reading:
JL Alvarez, S. Svejenova & L. Vives. 2007. Co-leadership. Sloan Management Review.
(to be handed in class)
Powell, W.W. 1987. Hybrid Organizational Arrangements: New Form or Transitional
Development? California Management Review, 30(1), 67-87. (full text downloadable
from CBS online library)
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Session 4 Organizational transformation and change
We will explore why and how organizations initiate and manage change, focusing on
the case of renowned chef Ferran Adrià and his restaurant elBulli.
Discussion of the case “Ferran Adrià and the Transformation of elBulli” (to be
distributed by e-mail)
Background reading:
Clegg, Kornberger, & Pitsis, 2011, Chapter 10
Larry Greiner. 1972. Evolution and Revolution as Organizations Grow. Harvard
Business Review, 50(4): 37-46
http://escweb.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db
=bth&AN=3866992&site=ehost-live&scope=site
Boston Consulting Group, 2011, Leading Transformation: Conversations with Leaders
on Driving Change.
https://www.bcgperspectives.com/content/articles/leadership_transformation_le
ading_transformation/
Further reading:
S.Svejenova, C.Mazza, & M. Planellas. 2007. Cooking Up Change in Haute Cuisine.
Journal of Organizational Behavior (full text downloadable from CBS online library)
S.Svejenova, M. Planellas & L.Vives. 2010. Individual Business Model in the Making:
The Case of Ferran Adrià and elBulli. Long Range Planning (full text downloadable
from CBS online library)
Session 5 Organizational space, identity and culture
We will engage in a discussion on the concepts of identity, culture and image and
how these phenomena play together.
Background reading:
Clegg, Kornberger, & Pitsis, 2011, Chapter 6
Meyerson. D. & Martin, J. 1987 Cultural Change: an Integration of Three Different
Views, 24(6), 623–647.
http://escweb.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db
=bth&AN=4554256&site=ehost-live&scope=site
Hatch, M.J. & Schultz, M. The dynamics of organizational identity, Human Relations,
55(8): 989–1018
http://esc-
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web.lib.cbs.dk/login?url=http://hum.sagepub.com/content/55/8/989.full.pdf+htm
l
Further readings:
Schein, E.H. 1983, The role o f the founder in creating organizational culture.
Organizational Dynamics, 12(1), 13-28.
Barney, J. 1986. Organizational culture: can it be a source of sustained competitive
advantage? Academy of Management Review, 11(3), 656-665.
Strandgaard Pedersen, J. & Dobbin, F. 2006. In Search of Identity and Legitimation:
Bridging Organizational Culture and Neoinstitutionalism, American Behavioral
Scientist, 49(7), 897-907.
Walsh, I.J. & Glynn, M.A. 2008. The Way We Were: Legacy Organizational Identity
and the Role of Leadership, Corporate Reputation Review, 11, 262–276. http://escweb.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db
=bth&AN=34883949&site=ehost-live&scope=site
Module 2
UNDERSTANDING AND MANAGING PEOPLE
Session 6 Managing oneself
We will go very micro, to the individual and his or her perceptions, personality,
motivations, and behaviors at work. In addition, we will explore more practical
aspects, such as how to manage oneself and one’s career.
Background reading:
Clegg, Kornberger, & Pitsis, 2011, Chapter 2
Drucker, P. 2005. Managing Oneself, Harvard Business Review, 83(1), 100-109
http://escweb.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db
=bth&AN=15524519&site=ehost-live&scope=site
Further reading:
Muhr, S.L. & Kirkegaard, L. 2013. The dream consultant: Productive fantasies at
work. Culture and Organization, 19(2), 105–123. (full text downloadable from CBS
online library)
Ashforth B E, Kreiner G E, Clark M A, Fugate M. 2007. Normalizing dirty work:
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managerial tactics for countering occupational taint. Academy of Management
Journal, 50(1), 149-174. (full text downloadable from CBS online library)
Session 7 Managing groups
We will talk about the design and dynamics of groups and teams, the roles of
different members, why conflicts and crises arise and how to manage them.
Background reading:
Clegg, Kornberger, & Pitsis, 2011, Chapter 3
Hackman, J.R. 1998. Why teams don’t work. Leader to Leader. 7, 24-31
http://escweb.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db
=bth&AN=18482364&site=ehost-live&scope=site
For viewing/reading:
The Hawthorne Studies
http://www.library.hbs.edu/hc/hawthorne/
Further reading:
Tajfel, H. 1974. Social identity and intergroup behavior, Social Science Information,
13(2): 65-93.
http://esc-web.lib.cbs.dk/login?url=http://ssi.sagepub.com.escweb.lib.cbs.dk/content/13/2/65.full.pdf+html
Session 8 Managing people in situations of crisis
We will use excerpts from the movie “Twelve O’Clock High” to learn about the role
of change agents in managing critical orgnizational situations and the challenges and
costs involved in that. We will aslo discuss the particularities of a specific
organizational group – the top management team.
Background reading:
Clegg, Kornberger, & Pitsis, 2011, Chapter 4
Kotter, J.P. 1995. Leading Change: Why Transformation Efforts Fail. Harvard Business
Review. 73(2), 59-67
http://escweb.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db
=bth&AN=9503281992&site=ehost-live&scope=site
Further reading:
Weick, K. The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster.
Administrative Science Quarterly http://escweb.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db
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=bth&AN=9405170060&site=ehost-live&scope=site
Session 9 Leading people in organizations
We will look into a major distinction in organizational behavior – between managers
and leaders, focusing on the nature of their work and impact on organizations. We
will use illustrations from your individual exam assignments featuring “A portrait of a
leader I admire” (instructions in class; presentation to class is voluntary). Further, we
will talk about whether leaders are born or made, and what makes and breaks them.
Background reading:
Clegg, Kornberger, & Pitsis, 2011, Chapter 4
Mintzberg, H. 1990/1975. The manager’s job: Folklore and fact, Harvard Business
Review, 163-176 (full text downloadable from CBS online library)
Kotter, J.P. 1990. What leaders really do. Harvard Business Review. 68(3), 103-111
http://escweb.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db
=bth&AN=5634852&site=ehost-live&scope=site
For viewing:
March, J. Don Quixote's Lessons for Leadership
Video available at Stanford University Graduate School of Businees website
http://www.gsb.stanford.edu/news/bmag/sbsm0305/leadership.shtml
Or
March, J. Heroes and History: Lessons for Leadership from Tolstoy's War and Peace
Video available at Stanford University Graduate School of Businees website
http://www.gsb.stanford.edu/news/bmag/sbsm0305/leadership2.shtml
MODULE 3: UNDERSTANDING AND MANAGING PROCESSES AND PRACTICES
Session 10 Decision-making, power, and communication
Using a role play involving the announcement of a major organizational change, we
will discuss how decisions are made, what sources of power and tactics of influence
managers use in an organization, and how comminication can enhance or hamper
the organizational efforts.
Role play “A Vision to BE” (instructions to be distributed in class)
Background reading:
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Clegg, Kornberger, & Pitsis, 2011, Chapters 7-8
Pfeffer, J. 2010. Power Play. Harvard Business Review. 88(7/8), 84-92
http://escweb.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db
=bth&AN=51600650&site=ehost-live&scope=site
For viewing:
ArcelorMittalTV: The Challenge & The End is the Beginning
http://www.youtube.com/watch?v=hK_7Y5777eI
&
http://www.youtube.com/watch?v=P-QSWEfg4gA
Further reading:
James G. March. 1991. How Decisions Happen in Organizations. Human-Computer
Interaction. 6. (full text downloadable from CBS online library)
Eisenhardt, K.M., Kahwajy, J.L., Bourgeois III, L.J. 1997. Conflict and Strategic Choice:
How Top Management Teams Disagree. California Management Review. 39(2), 4262. (full text downloadable from CBS online library)
Session 11 Creativity, Knowledge-sharing, and Innovation
We will explore ways in which organizations shape contexts propitious to knowledge
sharing, creativity and innovation, as well as the challenges involved in combining
novelty and routine, exploration and exploitation. We will discuss processes and
practices employed by companies such as Pixar, P&G, 3M, GE, and introduce the
notion of ambidexterity to capture the organizational ability for both exploring and
exploiting.
Background reading:
Clegg, Kornberger, & Pitsis, 2011, Chapters 9-10
O'Reilly III, C.A., Tushman, M.L. 2011. Organizational Ambidexterity in Action: How
managers explore and exploit. California Management Review. 53(4), 5-22
http://escweb.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db
=bth&AN=65087784&site=ehost-live&scope=site
Hargadon, A. 1998. Firms as knowledge brokers. California Management Review
http://www.andrewhargadon.com/Release/Hargadon_CMR_Brokering.pdf
For viewing:
Interview with A.G. Lafley, former CEO and Chairman of P&G
http://WWW.YOUTUBE.COM/watch?v=2SncPIKkrZk
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Vijay Govindarajan on Reverse Innovation at TED Talk
http://www.youtube.com/watch?v=ztna1lt_LZE
Further reading:
Catmull, E. 2008. How Pixar Fosters Creativity. Harvard Business Review, 86(9), 64-72
http://escweb.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db
=bth&AN=33982981&site=ehost-live&scope=site
Immelt, J.R., Govindarajan, V., Trimble, C. 2009. How GE Is Disrupting Itself. Harvard
Business Review. 87(10), 56-65.
http://escweb.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db
=bth&AN=44283247&site=ehost-live&scope=site
3M: A Century of Innovation. 2002
http://multimedia.3m.com/mws/mediawebserver?mwsId=66666UF6EVsSyXTtlxM
t4xT6EVtQEVs6EVs6EVs6E666666--&fn=3M_COI_Book.pdf
Session 12 Managing and Organizing for Sustainability
We will examine different practices and initiatives organizations adopt or create in
order to pursue sustainability, discuss why and how they do that, and explore the
difficulties involved in keeping commitment to sustainability.
Background reading:
Clegg, Kornberger, & Pitsis, 2011, Chapter 11
Porter, M., Kramer, M.R. 2011. Creating Shared Value. Harvard Business Review.
Jan/Feb2011, Vol. 89(1/2), 62-7
http://escweb.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db
=bth&AN=56698455&site=ehost-live&scope=site
Further reading:
Haugh, H.M., Talwar, A. 2010. How Do Corporations Embed Sustainability Across the
Organization? Academy of Management Learning & Education. 9(3), 384-396 (full
text downloadable from CBS online library)
Eccles, Robert G., and Daniela Saltzman. 2011. Achieving sustainability through
integrated reporting. Stanford Social Innovation Review, 56–61.
http://www.people.hbs.edu/reccles/2011SU_Features_EcclesSaltzman.pdf
Delmas, M.A., Burbano, V.C. 2011, The Drivers of Greenwashing. California
Management Review, 54(1), 64-87 (full text downloadable from CBS online library)
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Session 13 Managing talent globally
We will learn more about how organizations identify and source talent globally, as
well as how they develop it internally. We will focus on the role of the Human
Resource function and the organizational processes and practices used in the
selection, evaluation, and development of talent. Also, we will explore some
organizational forms dedicated to developing talent, such as corporate universities.
Finally, we will discuss some risks and challenges in managing talent in different
geographical locations.
Background reading:
Clegg, Kornberger, & Pitsis, 2011, Chapter 5
Fernández-Aráoz, C., Groysberg, B., Nohria, N. 2011. How to Hang On to Your High
Potentials. Harvard Business Review. Oct2011, Vol. 89(10), 76-83. (full text
downloadable from CBS online library)
Further reading:
The World Economic Forum. 2011. Global Talent Risk: Seven Responses
http://www3.weforum.org/docs/PS_WEF_GlobalTalentRisk_Report_2011.pdf
Duke Corporate Education. 2011. China Talent Development: Learning and
Development Perspectives.
http://www.dukece.com/elements/docs/China_TDS_Final_web.pdf
Session 14 Wrap-up
During this session we will discuss how you can shape a meaningful career and
enhance your network. We will also review and connect the course experiences and
topics.
Background reading:
Battilana, J. & Casziaro, T. 2013. The network secrets of great change agents.
Harvard Business Review, July-August, 62-68.
http://escweb.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db
=bth&AN=88350608&site=ehost-live&scope=site
Svejenova, S. 2005. "The path with the heart": Creating the authentic career. Journal
of Management Studies, 42(5): 947-974.
http://escweb.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db
=bth&AN=17511957&site=ehost-live&scope=site
17
Faculty Bios
Silviya Svejenova, PhD
Professor in Leadership & Innovation, Department of Organization, CBS,
Denmark
Research Areas: organizing, innovation, power and leadership in
international context, careers, creative industries
Main Teaching Areas: Managing Creative and Innovative Organizations,
Qualitative Methods for Creative Business Projects
Silviya has a PhD in Management from IESE Business School, Spain. Prior to joining
CBS, she was Professor in Strategy & Entrepreneurship at ESADE Business School,
Spain. In 2010, she was a Visiting Scholar at Stanford University and Harvard
Business School, USA. She has also been on the faculty of Cranfield School of
Management, UK, and the Economic University, Varna, Bulgaria, and has taught at
ESCI, Pompeu Fabra University, Spain, and the Baltic Management Institute,
Lithuania.
Silviya’s research is at the intersection of organizing, innovation, and leadership, with
particular emphasis on creative industries. She has examined the work and careers
of creatives and executives, the emergence of novelty and the role of institutional
entrepreneurship in it, as well as the creation and transformation of organizations’
executive power structures and business models. Her work has been published in
renowned academic journals. She is the co-author of two books one of which Sharing Executive Power (Cambridge University Press, 2005) was a top-three finalist
for the Academy of Management Terry Book Award to the best book in management
for 2005-2006.
Silviya is Vice Chair of EGOS (the European Group for Organizational Studies) and
member of its Board. Silviya has taught on executive education programs for
companies from Spain, Germany, France, Lithuania, Luxemburg, Portugal, The
Netherlands, Singapore, and United Kingdom and delivered courses in partnership
with colleagues from Georgetown University and Art Centre College of Design,
Pasadena, USA. Her course "International Entrepreneurship" has been recognized by
CEMS (The Global Alliance in Management Education) as Course of the Year for
2008, among 120 courses across 17 business schools and universities.
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Anna Gerstrøm, PhD
Research Associate, Department of Organization, CBS, Denmark
Main Research Areas: Narration, Interpretation: sensemaking,
Organizational death, Organizational culture, Organizational (legacy)
identity, Institutional identity, Institutional (il)legitimacy, Stigma
(management), Response: defense mechanisms & coping strategies
Main Teaching Areas:
Organizational Analysis, Organizational Behavior, Organizational Culture,
Marketing Management, Qualitative Methods
Anna recently defended her PhD entitled World Disruption - How Bankers
Reconstruct The Financial Crisis: Essays On Interpretation at the Department of
Business Administration and School of Economics at Aarhus School of Business and
Social Sciences, Aarhus University. Her dissertation takes a sociological and
psychological view on the financial crisis and explores how bankers who work at the
center of the financial industry handle their experiences of the crisis. The
dissertation builds on a social constructivist paradigm and takes a phenomenological
approach to the studied issues. In 2011, Anna was a Visiting Scholar at Darden
School of Business, Virginia University and in 2012 she was a visiting scholar at
Scandinavian Consortium of Organizational Research, Stanford University. Prior to
joining CBS, Anna has worked as a research associate and consultant within areas of
marketing and management.
Anna’s research is at the intersection of identity and interpretation, with a current
emphasis on the qualitative and rich data obtained on the global financial crisis from
within the banking industry. She has examined organizational bankruptcy and death
and how an organization’s legacy identity relates to such issues as well as the ways
workers handle their experiences of being stigmatized and il-legitimated based on
their organizational and institutional memberships.
In 2011 she received a prize including a 100.000 dkkr grant for young research talent
in Denmark, in 2012 her work won a Competitive Paper Session at the European
Academy of Management in Rotterdam and in 2013 her work was awarded the Best
Doctoral Student Paper at the Academy of Management in Orlando. Her work is
currently in the process of being published in national and international journals such as Ledelse og Erhvervsøkonomi and Management Research Review. She is also
engaging in book projects on research experiences and human resource
management.