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[ 973GMCCHRCK22 ] KS Advances in Leadership, Human Resource Management, and Change
Versionsauswahl
Workload Education level Study areas Responsible person Hours per week Coordinating university
6 ECTS M1 - Master's programme 1. year Business Administration Claudio Biscaro 2 hpw Johannes Kepler University Linz
Detailed information
Pre-requisites KS Human Resource, Change Management & Leadership UND IK Learning & Knowledge (Bei erfolgter Zulassung zu einem Masterstudium, in dem die Lehrveranstaltung im Rahmen der Pflicht- oder Wahlfächer vorgeschrieben ist, gilt diese Voraussetzung als erfüllt.)
Original study plan Master's programme Management 2023W
Objectives This course aims at:

  • Discussing current topics in the field of leadership, HRM, and change management.
  • Understanding the role, the importance, and the limits of leadership.
  • Equipping students with a solid theoretical foundation to address and diagnose organizational problems concerning leadership, HRM, and change.
  • Providing students with tools for the analysis of organizational problems.
  • Supporting students to apply different theoretical lenses to address problems.

Learning outcomes

On successful completion of this course, students will be able to:

  • LO1: Analyze and diagnose organizational problems from different theoretical perspectives. [Business Management Qualification]
  • LO2: Apply existing theoretical and practical knowledge to solve organizational problems related to leadership, HRM, and organizational change. [analytical/practical skills]
  • LO3: Infer the effect on the organization of the application of practical measures concerning leadership, HRM, and change. [cognitive/practical skills]
  • LO4: Integrate different theories and ideas to formulate concise and insightful analyses and solutions to organizational problems. [problem solving and reflection skills]
  • LO5: Self-assess their own leadership style to detect current strengths, potentials, as well as limits as organizational members and future leaders. [social skills]
  • LO6: Develop awareness about fairness in the workplace and ethical aspects concerning work and organizational change [Ethics, Responsibility and Sustainability]
Subject In a dynamic and turbulent environment, change is necessary for gaining and sustaining a competitive advantage. However, changing organizations is difficult, as it may cause pushback and fail to produce the desired effect.

Therefore, this course will introduce students to the most prominent theories of change and see how through leadership and HRM practices, managers and organizations can exploit existing capabilities to change the organization and maintain or reach a leading position in the market.

Some of the theories and theoretical concepts that will be covered are:

  • Continuous vs episodic change
  • Psychological safety
  • Ambidexterity
  • Leadership styles
  • Politics and power in the workplace
  • Social and cognitive networks
  • Organizational inertia
  • Value network
Criteria for evaluation The assessment strategy aims to reward a holistic understanding of the theories and concepts presented in the course and the capacity of using theories and concepts to analyze organizational problems related to change, rather than rewarding a precise mnemonic recollection of definitions and facts. In other words, the strategy will allow for monitoring the progress of the student along the learning objectives.

The assessment methods will comprise a combination of methods.

Range of assessment methods

  • Contribution to the class discussion (max 5 points);
  • Voluntary student presentation with peers’ and instructor’s feedback (max 10 points);
  • Exam with open questions aiming at diagnosing and solving organizational problems, and a few True/false statements on papers to assess students’ overall understanding of the key concepts (max 100 points).

Feedback culture: Feedback for the assessed students' contributions includes personal individual feedback in one–to–one conversation at the end of voluntary student presentations as well as peer feedback. Guidelines for feedback are provided in class.

Synching the learning outcomes with the assessment strategy:

  • LO1: Exam + Contribution to the class discussion
  • LO2: Exam + Contribution to the class discussion
  • LO3: Exam + Presentation + Contribution to the class discussion
  • LO4: Student Presentation + Feedback + Contribution to the class discussion
  • LO5: Student Presentation + Feedback + Contribution to the class discussion
  • LO6: Student Presentation + Feedback + Contribution to the class discussion
Methods The learning and teaching method are designed to develop knowledge and understanding both in theoretical and practical perspectives.

Teaching and learning methods include

  • formal lectures
  • students’ presentations
  • simulations
  • case studies
  • and seminar exercises.
Language English
Study material Compulsory reading

Brown, SL and Eisenhardt, KM (1997): "The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations." Administrative Science Quarterly, 4: 1-34.

Christensen, C. M., & Rosenbloom, R. S. (1995). Explaining the attacker's advantage: Technological paradigms, organizational dynamics, and the value network. Research policy, 24(2), 233-257.

Edmondson, A. (1999). “Psychological safety and learning behavior in work teams.” Administrative Science Quarterly, 44, 350-383.

Garaus, C., Güttel, WH, Konlechner, SW, Koprax, I., Lackner, H., Link, K. and Müller, B. (2016): "Bridging knowledge in ambidextrous HRM systems: Empirical evidence from Hidden Champions." International Journal of Human Resource Management 27: 355-381.

Goleman, D. (2017). Leadership that gets results (Harvard business review classics). Harvard Business Press.

Grosser, TJ., Obstfeld, D., Choi, E.W., Woehler, M., Lopez-Kidwell, V., Labianca, G., and Borgatti, SP. (2018): "A sociopolitical perspective on employee innovativeness and job performance: The role of political skill and network structure." Organization Science 29: 612-632.

Hansen, NK, Güttel, WH and Swart, J. (2019): "HR in dynamic environments: Exploitative, exploratory and ambidextrous HR architectures." International Journal of Human Resource Management 30(4):648-679.

Kotter, J. P. (1995). Leading change. Harvard Business Review, 2(1), 1-10.

Krackhardt, D. (1992): The strength of strong ties. The importance of Philos in organizations.

Padgett, J. F., & Ansell, C. K. (1993). Robust Action and the Rise of the Medici, 1400-1434. American journal of sociology, 98(6), 1259-1319.

Thomas, R., Sargent, L. D., & Hardy, C. (2011). “Managing organizational change: Negotiating meaning and power-resistance relations.” Organization Science, 22(1), 22-41.

Tripsas, M., & Gavetti, G. (2000). Capabilities, cognition, and inertia: Evidence from digital imaging. Strategic Management Journal, 21, 1147-1161.

Case studies

Ancona, D., Backman, E., and Isaacs, K. 2015. Two Roads to Green: A Tale of Bureaucratic versus Distributed Leadership Models of Change. Chapter 9 in Leading Sustainable Change, edited by Henderson, Gulati, Tushman, OUP.

Tushman, M., O’Reilly, C. A., and Harreld, B. 2015. Leading Proactive Change. Chapter 10 in Leading Sustainable Change, edited by Henderson, Gulati, Tushman, OUP.

Other case studies will be communicated before the start of the class.

Complementary Textbooks

Edmondson, Amy (2019): "The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth" Wiley.

Henderson, R., Gulati, R., & Tushman, M. (Eds.). (2015). Leading sustainable change: An organizational perspective. OUP Oxford.

Schreyögg, Georg and Koch, Jochen (2020): “Management.” Springer.

Supplementary Readings

Benner, Mary J., and Michael Tushman (2002). "Process management and technological innovation: A longitudinal study of the photography and paint industries." Administrative Science Quarterly 47.4: 676-707.

Christensen, Clayton (2013). "The innovator's dilemma: when new technologies cause great firms to fail." Harvard Business Review Press.

Eisenhardt, Kathleen M. and Sull, Donald N. (2001): "Strategy as simple rules." Harvard Business Review 79: 106-119.

Eisenhardt, Kathleen M., and Shona L. Brown (1998). "Patching. Restitching business portfolios in dynamic markets." Harvard Business Review 77(3): 72-82.

Goleman, D., Boyatzis, R., & McKee, A. (2001). Primal leadership: The hidden driver of great performance. Harvard business review, 79(11), 42-53.

Güttel, Wolfgang H. and Konlechner, Stefan W. (2009): "Continuously Hanging by a Thread: Managing Contextually Ambidextrous Organizations." Schmalenbach Business Review 71: 150-172.

Hayes, J. (2014): The theory and practice of change management. 4th edition.

Majchrzak, A., Jarvenpaa, S. L., & Hollingshead, A. B. (2007). Coordinating expertise among emergent groups responding to disasters. Organization science, 18(1), 147-161.

O'Reilly, Charles A., J. Bruce Harreld, and Michael L. Tushman (2009). "Organizational ambidexterity: IBM and emerging business opportunities." California Management Review 51(4): 75-99.

O'Reilly, CA, and Tushman, ML (2013): "Organizational ambidexterity: Past, present, and future." The Academy of Management Perspectives 27: 324-338.

Sydow, J., Schreyögg, G. and Koch, J. (2009): "Organizational path dependence: Opening the black box." Academy of Management Review 34: 689-709.

Tripsas, Mary (2009): "Technology, identity, and inertia through the lens of “The Digital Photography Company”." Organization Science 20(2): 441-460.

Tushman, Michael L., and Charles A. O'Reilly (1996). "The ambidextrous organizations: Managing evolutionary and revolutionary change." California Management Review 38(4): 8-30.

Uhl-Bien, Mary and Arena, Michael (2018): "Leadership for organizational adaptability: The theoretical synthesis and integrative framework." The Leadership Quarterly 29: 89-104.

Changing subject? No
Further information For quality assurance and improvement purposes, please participate in all JKU course evaluations and surveys!
Corresponding lecture 973GMCPSCLK16 Master Course Advances in Strategic Change and Learning (6 ECTS)
Earlier variants They also cover the requirements of the curriculum (from - to)
973GMCPHRCK19: KS Advances in Leadership, Human Resource Management, and Change (2019W-2022S)
On-site course
Maximum number of participants 200
Assignment procedure Assignment according to priority