Organisational Change and Development, 15 hp

1. Organisational Change and Development, 15 hp Course Coordinator: Henrik Kock Henrik.kock@liu.se

2. Organizational Change and Development- several dramatic notions on this issue ”Not since the industrialrevolution have the stakes ofdealingwithchangebeen so high” (Economist 2012) ”Organizations must change or die” (Times, 2011) ”Lowsuccess rate – about 70 % of all changeinitiativesfail” (Harvard Business Review, 2000) ”Executivesneedto understand the nature and process oforganizationalchangebetter – Leadersneedsto crack the codeofchange” (Harvard Business Review, 2011) -------------------------------------------------------------------------------------- • Students in needto understand the nature and process oforganizationalchangebetter? • Students needto crack the codeofchange?

3. Course Objectives • … to contribute to a deeper understanding of organizational change and development and how certain factors and conditions can be viewed as enabling/constraining organizational change and development, • … overview of key areas of planned organizational change and describes various theoretical perspectives that can be applied to study change processes in organizations, • … how organizational change can be organized in practice.

4. Organisational Change and Development viewed from several perspectives • Leading Organizational Change • Learning and Organizational Change • Politics and Organizational Change • Management and Steering Large Scale Projects • Participation and Organizational Change • Gender and Organizational Change • Restructuring the Public Service Sector • Researchers connected to HELIX Vinn Excellence Centre

5. Examination and requirements • Readings texts • Discussing texts in work groups • Submitting questions to seminars and active participation in seminars • Writing a paper • Discussing and Defending the paper in a Seminar

6. A Typical Week: Leadership and Organisational Change

7. Course Literature (734G47, 759A37)Compulsory readings on basic and advanced levels Beer, Michael, and Nitin Nohria (2000). "Cracking the Code of Change". Harvard Business Review 78, (May-June 2000), pp. 133-141.  Beer, M., Eisenstat, R. A., & Spector, B. (1990, November/December). Why change programs don't produce change. Harvard Business Review, 68, pp. 4-12.  Brulin, G., & Svensson, L. (2012). Managing Suistainable Development Programmes. A Learning Approach to Change. London: Gower (book).  Buchanan, D. and Badham R.J., (2008.) Power, politics and organizational change. Sage Publications (book).  Ellström, P-E. (2010a). Organizational Learning, In P. Peterson, E. Baker, & B. McGraw (Eds.) International Encyclopedia of Education, pp. 47-52 (pdf, will be distributed).  Ellström, P.-E. (2010b). Practice-based innovation: a learning perspective. Journal of Workplace Learning, 22, No.1/2, pp. 27-40.  O`Reilly, C., & Tushman, M. (2004). The Ambidextrous Organization. Harvard Business Review, April.  Sundin, E. (1995). The Social Construction of Gender and Technology. A Process with No Definitive Answer. The European Journal of Women´s Studies, 2, 3, pp.335-353 (paper copy, will be distributed).  Sundin, E. (2011). Entrepreurship and the reorganization of the public sector: A gendered story. Economic and Social Democrazy, 32, 4, pp. 631-653.  Sundin E. & Tillmar, M (, 2010) The Masculinization of the Elderly Care Sector: Local-Level Studies of Public Sector Outsourcing, International Journal of Gender and Entrepreneurship, spring 2010. Svensson, L., Brulin, G., Jansson, S., & Sjöberg, K. (2009). Learning Through Ongoing Evaluation. Lund: Studentlitteratur (book). Chapter 1-5, 14.  Wallo, A., Nilsson, P., & Kock, H. (2012).Accelerating and Braking in Times of Economic Crisis: Organisational learning in a top management team. Submitted to the Journal of European Industrial Training. (PDF, will be distributed). Weick, K. E and Quinn, R. E. (1999.) Organisational change and development. Annual Review of Psychology, 50, pp. 361-86.  Wilson, J (1991) Participation - a framework and foundation for ergonomics? Journal of Occupational Psychology, 64, 1, pp. 67-80. Yukl, G., & Lepsinger, R. (2006). Leading Change. Adapting and Innovating in an Uncertain World. Leadership in Action, April May, pp. 3-7.

8. Additional literature on advanced level Adler, P., S. (2009). Marx and Organization Studies Today. In: P., S. Adler (Ed.), The Handbook of Sociology and Organization Studies. Oxford: Oxford University Press (pdf, will be distributed). Andriopoulos and Lewis, (2009). Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation, Organization Science, 20, No 4, pp.696-717. Avolio, B., J., Walumbwa, F., O. , & Weber, T., J. (2009). Leadership: Current Theories, Research, and Future Directions. Annual Review of Psychology, vol 60, pp. 421-449. Heller et al. (1998). Organizational participation - myths and reality. Oxford University Press. (Chapter 5-6, paper copy, will be distributed). Svensson, L., Brulin, G., Jansson, S., & Sjöberg, K. (2009). Learning Through Ongoing Evaluation. Lund: Studentlitteratur(book). Chapter 7, 8, 10. Ven, A. H. V. d., & Poole, M. S. (1995). Explaining Development and Change in Organizations. Academy of Management Review, 20, pp. 510-540.