Kajsa Lindberg e
Elena Raviola, e
Content and teacher
Intro to Change Management, Preparing for
L1 Perspectives on
L2 Organizational development (OD) and
L3 Guest lecture: Technology in
Martin Holmberg, GP
Translating organizational change
Seminar 1: Practicing
Culture in organizational change
L6 Resistance and leadership in change
Discussing Change Management
Presentation of group task
Lecture 1 Perspectives of change
The aim of this lecture is to present a historical overview of different
perspectives of change and change
management, but also different “lenses” one can use in order to understand change processes. Thus, the complex
and dynamic process of change are in focus.
Dawson, Chapters 1
Lecture 2 Organizational
development (OD) and long
Stjernberg, Torbjörn and Åke Philips (1993) Organizational Innovations in a long
term perspective: Legitimacy
fire as critical factors of change and viability.
Shani, Rami and Torbjörn Stjernberg (1995) The integration of change in organizations: alternative learning and
Research in Organizational Change and Development
, Vol. 8: 77
Technology in organizational change
Martin Holmberg from the local newspaper
will present some of the
organizational changes that the newspaper has undertaken as a consequence to the spread of digital technologies
and changes in news consumption. Martin is leadi
ng the Digital Development Group at Göteborgs Posten, the
fourth largest newspaper in Sweden. GP is a pioneer newspaper in Sweden, with regard to web and especially
mobile services development. Thus, he will talk about the organizing of digital development
at GP, focusing
especially on the challenges of bringing change in an old organization and putting together journalists, marketers
and technicians around digital development initiatives.
Orlikowski, W. (1992) The duality of technology: Rethi
nking the Concept of Technology in Organizations.
Translating organizational change
In this lecture we will discuss two perspectives on change and innovation that are prominent within studies of
and management: the “diffusion model” and “translation model” (Latour, 1987).
In the past, studies of change in general and innovation in particular have predominantly followed one particular
framework: Their main focus lay with comparing the intentions o
f the actors participating in the change process
with the achieved results. However, during the past decade the translation model has gained a lot of interest
has become a fashionable concept
and many organizational scholars in Gothenburg are part o
f this movement.
From such a perspective change, change management and innovation have been treated as ideas, which, when
transformed into objects, circulate in and between organizations from one time/space to another (see e.g.
Czarniawska & Sevón, 1996).
The main point here is that ideas do not diffuse. Instead of the transmission of the
same idea, which according to the diffusion model can merely be deflected or slowed down by friction, but
remains essentially the same, the translation model proposes a co
ntinuous transformation of the idea. In doing
so, the ideas contribute to the construction of many other things: new identities, new institutions, new products,
new practices, new technologies or new structures. There is no master plan for innovation and n
o initial energy
which moves a new technology or a new set of practices along a trajectory from Point A to Point B. There is no
automatic diffusion, but there are plenty of uncontrollable translations.
Bergström, O. (2007) Translating socially
responsible workforce reduction
A longitudinal study of workforce
reduction in a Swedish company.
Scandinavian Journal of Management,
Nicolini, D. (2009) Medical innovation as a process of translation: A case from the field of telemedicine.
Journal of Management
Culture in organizational change
The lecture focuses on organiz
ational culture and its role in
organizational change. It aims at discussing the
complex interplaying between organizational culture a
. We will discuss different
tives on organizational culture, particular in relation to the
political, symbolic and material dimensions
of organizational change.
Meyerson, D. and Martin, J. (1987) Cultural Change: An Integrati
on of Three Different Views.
Hatch, M.J, (1993) The Dynamics of Organizational Culture.
The Academy of Management Review
, 18(4): 657
Lecture 6 Resist
ance and leadership in change
The lecture focuses on the complexities of organizational change implementation. It aims at exploring how
change unfolds throughout organization, by looking at the same time at change and resistance to it and by
presenting different theoretical perspective
s focusing on resistance to change.
The lecture will also deal with
leadership in organizational change by
discussing the multiple and varied role of leadership in organizing for
change from different perspectives, in particular in connection to
Alvesson, M. (1992) Leadership as social integrative action. A study of a computer consulting company.
Battilana, J. (2006) Agency and institutions: The enabling role of individuals’ social position.
Piderit, S.K. (2000) Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes
toward an organizational change.
Academy of Management Review,
Seminar 1: Practicing change
first seminar we will practice organizational change through a game. The instructions will
be given in class. This game will serve a
s a base of discussion in class.
: Discussing change management
For the second seminar, the students will be req
uired to watch an online lecture on an issue of change
management (from a specific website whose address will be given
to the students). Every student
should reflect on the connections between
the lecture (observed online) and
other theories and issues
cussed in the course. During the seminar students will discuss the main points of the lecture with
Learning outcome 2,3 and 4 includes identifying organizational problems, critically analyse
and evaluate change
processes in organizations.
This will be done through a “case study”. The students will work in groups of three.
Focus on one aspect/theme and seek for relevant literature in order to analyse
the selected theme. The
aspect/theme should be illustrated with a case. The case can be a “real” change project or a case presented in
literature (e.g. a case study in a thesis or from a novel) or in media.
The group work will be presented in the end of t
he course both by handing in a written report (amount for 40%
of the final grading) and by an oral presentation.
mail a draft (1/2
1 page) to
presenting an idea of what aspect your group will
mail a first version of the
mail the final version
of paper to Kajsa and Elena
, presentation of the paper
App. 20 000 characters (with blanks), text size 12 pts, 1,5 space (app. 8 pages).