Managing Change and Innovation

STR460 Managing Change and Innovation

Autumn 2020

  • Topics

    It is often stated that making strategic decisions is the easy part, implementing them is the hard part. In this course we draw on cases and research to discuss how to implement strategies that require radically different ways of thinking about and conducting work. This includes strategies aiming for growth (e.g. M&As), innovation, restructuring, offshoring/outsourcing and radical cost-cutting. Students gain hands-on experience through exercises, role play and case discussions of various aspects of planning and managing the transformation process. Themes include: setting up structures and processes that enable change and innovation, creating readiness for change, communicating a clear vision, mobilizing support, managing stakeholders, designing the transition process, handling unforeseen events, and developing capacity for parallel and subsequent changes. 

  • Learning outcome

    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

    General competencies

    • can understand and communicate various different approaches to strategic change and innovation
    • can understand and communicate various different reactions to strategic change and innovation
    • can understand path dependencies and process dynamics
    • can engage in a meaningful and reflective dialogue with industry/practitioners on strategic change

  • Teaching

    Experience-based learning is a core feature of this course. Classes consist of a combination of lectures, role play, case discussions and exercises. Students are expected to contribute and participate in discussions and exercises.

  • Restricted access

    Enrollment to this course is limited to 40 students due to pedagogical methods and availability of group-based classroom. The deadline for registration for limited enrollment courses is earlier than for unlimited courses. For more information, please see:

  • Recommended prerequisites

    Students will benefit from having an introductory strategy course with knowledge of strategic analyses and strategic choices.

  • Requirements for course approval

    The pedagogical approach requires active student participation. Minimum 80% class attendance is therefore required for course approval. 

  • Assessment

    Case-based individual home exam, eight hours, between 09:00 and 17:00 on the exam day. Maximum 10 pages.

  • Grading Scale


  • Literature

    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


ECTS Credits
Teaching language

Autumn. Offered autumn 2020.

Course responsible

Professor Christine B. Meyer, Department of Strategy and Management

Professor Inger G. Stensaker, Department of Strategy and Management