ORGANIZATIONAL BEHAVIOR (OB)

Fall 2013

The EngAGE Programme

Engaged Applied Global Education

1

Organizational Behavior (OB)Course Outline

Faculty:

Dr Silviya Svejenova, Professor, Department of Organisation. Kilen. Office 4.64, e-mail: ssve.ioa@cbs.dk (office hours – by appointment)

Dr Anna Gerstrøm, Research Associate, Department of Organisation. Kilen. Office 4.98, e-mail: ag.ioa@cbs.dk (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 wishesSilviya & Anna

October 14, 2013Kilen, CBS

2

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.

3

The exam in the subject consists of two parts:

Part 1. EngAGE Organisational Behaviour 1: 70%Type: Oral with Written AssignmentOral 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 examCompulsory 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

4

“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/series-download.html- Wall Street Journal - http://uk.wsj.com/home-page- Wired - http://www.wired.com/

5

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 OrganizationsSession Session/Topic Activities/Background ReadingSession 1Tues, Oct 22, PMSilviya & Anna

Introduction to management and organizations

Who’s Who?- Introductions (you, we, and OB)- Introduction to OB’s most influential

thinkers and their ideas- A Quiz…Announcing groups for the courseWord Factory exercise (in class)- Chapters 1 & 12- Drucker, What executives should remember

Session 2Wed, Oct 23, AMSilviya

The global context of organizations 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

Session 3Wed, Oct 23, PMSilviya & Anna

Organizing: from beginning to end. Organization design.

Discussion based on excerpts from the documentary “Startup.com”Introduction to principles of organizational design- Chapter 14- Mintzberg. Organizational design

Session 4Fri, Oct 25, AMSilviya

Organizational transformation and change

Case discussion “Ferran Adrià and the Transformation of elBulli”- Chapter 10- Announcing and explaining individual and

group exam assignments- Greiner. Evolutions and revolutions

Session 5Tues, Oct 29, PMAnna

Organizational space, identity, and culture

Shaping organizational space to express identity, encode culture and facilitate interactions- Chapter 6- Meyerson & Martin. Cultural change- Hatch & Schultz. The dynamics of

organizational identity

Module 2 Understanding and Managing PeopleSession Session/Topic Activities/Background ReadingSession 6 Managing oneself Perceptions, motivations, and careers

6

Tues, Nov 5, PMAnna

- Chapter 2- Drucker, Managing oneself

Session 7Wed, Nov 6Anna

Managing groups and group dynamics

Understanding and managing groups- Chapter 3- Hackman, Why teams don’t work

Session 8Thurs, Nov 7, AMSilviya

Managing people in situations of crisis

Discussing the role and work of managers in organizationsExcerpts from the movie “Twelve O´Clock High”- Chapter 4- Kotter, Leading change

Session 9Fri, Nov 8, AMSilviya

Leading people in organizations 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 PracticesSession Session/Topic Activities/Background ReadingSession 10Tues, Nov 12, PMSilviya

Decision-making, power, and communication

Role play “A Vision to BE”- Chapters 7 & 8- Pfeffer, Power play

Session 11Wed, Nov 13, PMSilviya

Creativity, knowledge-sharing, and innovation

Processes and practices for sustaining a culture of creativity, learning, and innovation- Chapters 9, 10, & 13- O'Reilly III & Tushman, Organizational

ambidexterity- Hargadon. Firms as knowledge brokers

Session 12Fri, Nov 15, PMSilviya

Managing and organizing for sustainability

How organizations deal with sustainability- Chapter 11- Porter, Creating shared value

Session 13Tues, Dec 3, PMSilviya

Managing talent globally Discussing ways in which organizations discover and develop talent. The role of human resource management function and corporate universities- Chapter 5- Fernández-Aráoz, Groysberg, Nohria. How

to hang on to your high potentialsSession 14Wed, Dec 4, PMSilviya & Anna

Managing your career and networkWrap-up

- Discussing how to create a meaningful career and enhance your network

- 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

7

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://esc-web.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 Weekhttp://www.businessweek.com/stories/2005-11-27/the-man-who-invented-management

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&pagewanted=print&position=

8

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), 109-114http://esc-web.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 Flathttp://www.youtube.com/watch?v=53vLQnuV9FY

Further readingBartlett, 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), 103-116http://esc-web.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)

Session 4 Organizational transformation and change

9

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): 37-46http://esc-web.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_leading_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://esc-web.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): 989–1018http://esc-web.lib.cbs.dk/login?url=http://hum.sagepub.com/content/55/8/989.full.pdf+html

Further readings:Schein, E.H. 1983, The role o f the founder in creating organizational culture.

10

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://esc-web.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=34883949&site=ehost-live&scope=site

Module 2UNDERSTANDING 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://esc-web.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: 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

11

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, 24-31http://esc-web.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 Studieshttp://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.esc-web.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), 59-67http://esc-web.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://esc-web.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=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

12

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://esc-web.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 LeadershipVideo 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 PeaceVideo available at Stanford University Graduate School of Businees websitehttp://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:Clegg, Kornberger, & Pitsis, 2011, Chapters 7-8

Pfeffer, J. 2010. Power Play. Harvard Business Review. 88(7/8), 84-92http://esc-web.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 Beginninghttp://www.youtube.com/watch?v=hK_7Y5777eI

13

&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), 42-62. (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), 5-22http://esc-web.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 Reviewhttp://www.andrewhargadon.com/Release/Hargadon_CMR_Brokering.pdf

For viewing:Interview with A.G. Lafley, former CEO and Chairman of P&Ghttp://WWW.YOUTUBE.COM/watch?v=2SncPIKkrZk

Vijay Govindarajan on Reverse Innovation at TED Talkhttp://www.youtube.com/watch?v=ztna1lt_LZE

Further reading:Catmull, E. 2008. How Pixar Fosters Creativity. Harvard Business Review, 86(9), 64-72http://esc-web.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://esc-web.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?

14

direct=true&db=bth&AN=44283247&site=ehost-live&scope=site

3M: A Century of Innovation. 2002http://multimedia.3m.com/mws/mediawebserver?mwsId=66666UF6EVsSyXTtlxMt4xT6EVtQEVs6EVs6EVs6E666666--&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), 62-7http://esc-web.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)

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

15

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 Responseshttp://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://esc-web.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://esc-web.lib.cbs.dk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=17511957&site=ehost-live&scope=site

16

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.

17

Anna Gerstrøm, PhDResearch 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.

18