STR460 Managing Change and Innovation
The rate of change in the external environment has triggered the emergence of new competitors and business models, which is pushing well-established firms to renew themselves. In this case-based course we draw on research to discuss how to enable the implementation of radical change and innovation in established firms. This includes strategies aiming for renewal, innovation and sustainability. Change and innovation can be particularly challenging in established firms due to legacy as well as structural and cultural inertia. Another well-known challenge has to do with balancing time and resources spent on delivering on current business with innovation and renewal. Through case discussions students gain hands-on practical experience of various aspects of organizing and managing the transformation process. Themes include: setting up structures and processes that enable change and innovation, understanding reactions to change and innovation, mobilizing support and managing stakeholders, orchestrating external partnerships, handling unforeseen events, and developing capacity for radical change and innovation.
Knowledge - upon successful completion the student
- can demonstrate knowledge and understanding of central themes within strategic change and innovation
- can demonstrate an understanding of research-based knowledge on strategic change and innovation processes
- has a critical and reflective approach to understanding transition processes at group and organizational level
- can demonstrate a reflective approach to real-life strategic change and innovation processes
Skills - upon successful completion the student can
- apply research-based models and theories to analyse strategic change and innovation processes
- reflect on the strengths and weaknesses of their own analysis
- organize and plan strategic change and innovation in an organization
- make research-based suggestions on how to manage strategic change and innovation
- can understand and communicate different approaches to strategic change and innovation
- can understand and communicate different reactions to strategic change and innovation
- can understand and explain path dependencies and process dynamics
- can engage in a meaningful and reflective dialogue with industry/practitioners on strategic change
Classes are based on student-active learning and consist of case discussions and role play. We will use video-based lectures to present the theory. Students are expected to view videos and read cases in preparation for class. In class sessions, students are expected to actively contribute and participate in discussions and exercises.
This course has restricted access (48 students). Information on the application process is available here: https://www.nhh.no/en/for-students/master-level-restricted-access-courses/ (copy url)
The application deadline is August 22.
Students will benefit from having an introductory strategy course with knowledge of strategic analyses and strategic choices.
The pedagogical approach requires active student participation. Minimum 80% class attendance is therefore required for fulfillment of compulsory activities (work requirements).
All students must hand in one case analysis (group work).
Case-based individual home exam, eight hours, between 08:00 and 16:00 on the exam day. Maximum 10 pages.
List of articles and cases will be distributed electronically prior to course start.
Recommended background reading:
Balogun, J. Hope Hailey, V. and Gustafsson, S. 2016. Exploring Strategic Change. 4th ed. Pearson
Autumn. Offered autumn 2022
Professor Inger G. Stensaker, Department of Strategy and Management (Hovedenmeansvarlig)
Professor Christine B. Meyer, Department of Strategy and Management