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| Detailinformationen |
| Anmeldevoraussetzungen |
(*)IK Strukturen und Verhalten in Organisationen UND KS Organisation und Innovation (Bei erfolgter Zulassung zu einem Masterstudium, in dem die Lehrveranstaltung im Rahmen der Pflicht- oder Wahlfächer vorgeschrieben ist, gilt diese Voraussetzung als erfüllt.)
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| Quellcurriculum |
Masterstudium Management 2025W |
| Lernergebnisse |
Kompetenzen |
(*)- Students recognize organizations as multifaceted phenomena and are able to understand them by mastering and flexibly applying a set of fundamentally different theories—theories that partially complement, yet partially contradict each other. In particular, students
- understand the most important and advanced concepts for explaining organizations;
- are able to switch between fundamentally different perspectives on organizations.
- Students are familiar with recent trends in (re-)structuring organizations.
- Students are capable of understanding and critiquing advanced scientific and practitioner literature on organization and management. In particular, they can
- elicit articles’ core messages and basic assumptions;
- critically reflect on these core messages and assumptions;
- draw on these messages and assumptions to formulate convincing and precise arguments addressing complex managerial issues.
- Students are able to form and develop effective and efficient study teams. In particular, team members
- support and challenge each other;
- benefit from the diverse and far-reaching knowledge within the team;
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| Fertigkeiten |
Kenntnisse |
(*)Learning Outcomes
On successful completion of this course, students…
- LO3a: can identify the core messages and assumptions of both scholarly and practitioner articles, and critically reflect on them;
- LO3b: can make creative use of management literature (i.e. core messages and assumptions) to formulate convincing and precise arguments addressing complex managerial issues;
- LO4: are able to form and continuously develop effective and efficient study teams, where team members support and challenge each other, and benefit from the team’s diverse and far-reaching knowledge.
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(*)Organizations (public and private, for-profit and not-for-profit, etc.) are an essential, integral and highly influential component of modern societies. But what exactly is an organization?
This course introduces students to today’s most prominent and advanced concepts for understanding (i.e. depicting) and explaining the nature of organizations. Moreover, it helps students to elicit these concepts’ practical (i.e. managerial) implications and understand the conditions for applying them. In addition, it familiarizes students with some recent ‘mega trends’ in organization and management—developments that have already transformed vast economic sectors (e.g. lean production which has reshaped industrial manufacturing globally) or are in the process of doing so (e.g. the rise of the platform economy).
- Topics:
- Structural perspectives: organizations as sets of rules; organizations as arrangements of tensions; partial organizations
- Competing theoretical perspectives: resource-based perspectives; micro-economic perspectives; (neo-)institutional perspectives; social network perspectives
- Applied perspectives: TPS (i.e. lean management within and between organizations); innovation(-management); digital platforms and crowds as new organizational forms
Learning Outcomes
On successful completion of this course, students…
- LO1: understand today’s most prominent and advanced concepts for describing, explaining and shaping organizations;
- LO2: are familiar with recent trends in (re-)structuring organizations;
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| Beurteilungskriterien |
(*)The assessment strategy includes a variety of assessment forms that together accumulate to a maxi-mum of 100 points.
- In line with LO1 and LO2, two exams (30-minute mid-term exam and 60-minute final exam) cover the above topics, in particular each topic’s
- introductory lecture (i.e. the slides and their explanation in class)
- and core reading(s).
- In line with LO3a and LO3b, the exams pose open questions, in which students are asked to reflect on and apply the knowledge acquired (e.g. by providing their own examples; comparing or critiquing certain or¬gan¬ization theories; analyzing a mini-cases etc.)
- In line with LO4 the exam is evaluated on an individual and on a team bases:
- a maximum of 70 points (with a required minimum of 35 points) is awarded for individual achievement,
- a maximum of 20 points is awarded for team performance. [team performance = (total points of team – individual points) / (number of team members – 1) / 7 * 2]
- Also, in line with LO4,
- presence in class is mandatory (minimum requirement: 80%);
- two assignments—one group assignment (5 points) and one individual assignment (5 points)—focus on documenting and reflecting on team development.
Please, upload your assignments to https://web.tresorit.com/r#C7PkXAhN7T5xfv1BuBokgw
- Provided the individual minimum of 35 exam points is reached, total points translate into final grades as follows:
- 87 – 100 points: Sehr gut (1)
- 75 – 86 points: Gut (2)
- 63 – 74 points: Befriedigend (3)
- 50 – 62 points: Genügend (4)
- 0 – 49 points: Nicht Genügend (5)
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| Lehrmethoden |
(*)Reasoning and thinking rely on language. Therefore, to enhance students’ understanding of organizations, language takes the center stage in this course. Reading essential texts—mainly original texts by those who contributed the most important concepts to our current understanding of organizations—as well as dialogues in class and small teams are therefore the methodological pillars of this course.
All topics are studied in four steps:
- first, an introduction provided by the lecturer highlights key concepts and offers additional background knowledge;
- second, students carefully read one or two texts on the topic at hand;
- third, through dialogue and discussion in small teams (i.e. peer coaching) students clarify and critically reflect on their understanding of the article(s) and the introduction (i.e. slides);
- fourth, a Q&A session in class (i.e. first-hour of the subsequent session) provides an opportunity for double checking, final clarification and practical application of the acquired knowledge.
In-class case studies and discussions of example are used as the prime motivation tool. Through this method, students receive ongoing feedback in regard to their understanding of theories, their ability to apply, and to utilize their acquired knowledge for real-world problems. The focus on current organizational challenges, such as crisis management, sustainability or the digital transformation will ensure that students engage with contemporary phenomena about which they want to learn more.
The course will also utilize digital technology to facilitate a flipped-classroom experience. Pre-recorded short lectures and pre-readings will be provided so that time in the classroom can be reserved mainly for case discussion as well as for questions and joint reflection. Digital tools will also be used as a tool to enhance motivation and provide knowledge checks, e.g. through the use of short online questionnaires in the classroom.
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| Abhaltungssprache |
Englisch |
| Literatur |
(*)All mandatory core readings and introductory slides are available for download at
https://web.tresorit.com/l/kxpfO#Hqhpb_-LdJOF4NGqYEKdCQ
Part I: Key Concepts for Understanding Organizations
- Organizations as Sets of Rules: Formal vs. Informal Organization, Stability vs. Change
- Feldman, MS & BT Pentland. 2003. Reconceptualizing Organizational Routines as a Source of Flexi-bility and Change. Administrative Science Quarterly, 48: 94–118.
- Ortmann, G. 2010. On Drifting Rules and Standards. Scandinavian Journal of Management, 26: 204–214
- Weber, M. Wirtschaft und Gesellschaft. Tübingen: Mohr.
- Organizations as Arrangements of Tensions: Effectiveness and Competing Values
- Quinn, RE & J Rohrbaugh. 1983. A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis. Management Science 29/3: 363–377.
- Kaplan, RS & DP Norton. 1992. The Balanced Scorecard: Measures that Drive Performance. Harvard Business Review, 70: 71–79.
- Quinn, RE & KS Cameron. 1983. Organizational Life Cycles and Shifting Criteria of Effec-tiveness: Some Preliminary Evidence; Management Science 29: 33–51.
- Treacy, M & F Wiersema. 1993. Customer Intimacy and Other Value Disciplines. Harvard Business Review, 71/1: 84–93.
- Raisch, S & J Birkinshaw. 2008. Organizational Ambidexterity: Antecedents, Outcomes, and Moderators. Journal of Management, 34/3: 375–409.
- Gupta, K, KG Smith & CE Shalley. 2011. The Interplay between Exploration and Exploitation. Academy of Management Journal, 49/4: 693–706.
- Smith, WK & MW Lewis. 2011. Towards a Theory of Paradox: A Dynamic Equilibrium Model of Organizing. Academy of Management Review, 36/1: 381–403.
- Partial Organizations: Market Organizing and Garbage Cans
- Cohen, MD, JG March & JP Olson. 1972: A Garbage Can Model of Organizational Choice. Administrative Science Quarterly, 17/1: 1–25
- Masuch, M & P La Potin. 1989. Beyond Garbage Cans: An AI Model of Organizational Choice. Administrative Science Quarterly, 1989/34: 38–67.
- Weick, KE. 1976. Educational Organizations as Loosely Coupled Systems. Administrative Science Quarterly, 21/1: 1–19
- Ahrne, G, P Aspers & N Brunsson. 2014. The Organization of Markets. Organization Stud¬ies, 36/1: 7–27.
- Resource-based Perspectives: Core Competences & Dynamic Capabilities
- Barney, J. 1991. Firm Resources and Sustained Competitive Advantage. Journal of Management, 17/1: 99-120.
- Prahalad, CK & G Hamel. 1990. The Core Competences of the Corporation. Harvard Business Review, 68: 79–91.
- Peteraf, MA. 1993. The Cornerstones of Competitive Advantage: A Resource Based View. Strategic Management Journal, 14: 179–191.
- Teece, DJ, G Pisano & A Shuen. 1997. Dynamic Capabilities and Strategic Management. Strategic Management Journal, 18/7: 509–533.
- Casciaro T & MJ Piskorski. 2005. Power Imbalance, Mutual Dependence, and Constraint Absorption: A Closer Look at Resource Dependence Theory. Administrative Science Quarterly, 50: 167–199
- Microeconomic Perspectives: Transaction Cost Economics & Agency Theory
- Williamson, OE. 1981. The Economics of Organization: The transaction Cost Approach. American Journal of Sociology, 87: 548-562.
- Ouchi, WG. 1979. A Conceptual Framework for the Design of Organizational Control Mechanisms. Man-agement Science, 25/9: 833-848.
- Jensen, MC & WH Meckling. 1976. Theory of the Firm: Managerial Behavior and Ownership Structure. Journal of Financial Economics, 3: 305–360.
- Hirschman, AO. 1970. Exit, Voice, and Loyality. pp. 1–33. Cambridge, MA: Harvard Uni¬versity Press.
- Coase, RH. 1937. The Nature of the Firm. Economica 4: 396–405.
- Institutional Perspectives: Isomorphism and Institutional Logics
- Smets, M, P Jarzabkowski, GT Burke & P Spee. 2015. Reinsurance trading in Lloyd's of London: Bal-ancing conflicting‐yet‐complementary logics in practice. Academy of Management Journal, 58: 932-970.
- Meyer, JW & B Rowan. 1977. Institutional Organizations: Formal Structure as Myth and Cere-mony. American Journal of Sociology, 83: 157–179.
- DiMaggio, P & W Powell. 1984. The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational fields. American Sociological Review 48, 147–160.
- Scott, WR. 1995. Institutions and Organizations. pp. 1–61. Thousand Oaks, CA: Sage.
- Reay, T & CR Hinings. 2005. The Recomposition of an Organizational Field: Health Care in Alberta. Organization Studies, 26: 351–384.
- Reay, T & CR Hinings. 2009. Managing the rivalry of competing institutional logics. Organization Studies, 30: 629–652.
- Social-Network Perspectives: Information, Influence & Creativity
- Perry-Smith, JE. 2006. Social yet Creative: The Role of Social Relationships in Facilitating Indi¬vidual Crea-tivity. Academy of Management Journal, 49/1: 85–101.
- Granovetter, M. 1973. The Strength of Weak Ties. American Journal of Sociology, 78/6: 1360-1380.
- Burt, RS. Structural Holes. 1992. The Social Structure of Competition. pp. 8–49. Cam¬bridge, MA: Harvard University Press.
- Burt, R. 2005. Brokerage and Closure. Chapters 1 & 3. New York, NY: Oxford University Press.
- Obstfeld, D. 2005. Social Networks, the Tertius lungens Orientation, and Involvement in Innovation. Administrative Science Quarterly, 50/1: 100–130.
- Halevy, N, E Halali & JJ Zlatev. 2019. Brokerage and Brokering. Academy of Management An-nals,13/1: 215–239.
Part II: Trends in Organizing
- Lean Production: Continuous Improvement and Interorganizational Networks
- Liker, JK. 2004. The Toyota Way. Chapters 3, 4, 18, 19 & 20. New York: McGraw-Hill.
- Dyer, JH & K Nobeoka. 2000. Creating and Managing a High-performance Knowledge-sharing Network: The Toyota Case. Strategic Management Journal, 21/3: 345–367.
- Spear, S. 2004. Learning to Lead at Toyota. Harvard Business Review, 82/5: 78–86.
- Williamson, OE. 1981. The Economics of Organization: The Transaction Cost Approach. American Journal of Sociology, 87: 548–577.
- Williamson, OE. 1991. Comparative Economic Organization: The Analysis of Discrete Structural Alternatives. Administrative Science Quarterly, 36/2: 269–296.
- Innovation: Organizing for Creativity
- Cooper, RG. 2001. Winning at New Products. New York: Perseus. Chapter 5
- Maletz, MC & N Nohria. 2001. Managing in the Whitespace. Harvard Business Review, 79/2: 103–111.
- Sutton, RI & A Hargadon. 1996. Brainstorming Groups in Context: Effectiveness in a Product Design Firm. Administrative Science Quarterly, 41/4: 685–718.
- Hargadon, A & RI Sutton. 1997. Technology Brokering and Innovation in a Product Development Firm. Administrative Science Quarterly, 42/4: 716–749.
- Kelley, T. 2001. The Art of Innovation. New York et al.: Random House.
- Bauer, RM & WM Eagen. 2013. Design Thinking as Multi-Epistemic Intelligence in Organization. In I. King, & J. Vickery (Eds.), Experiencing Organisations: New Aesthetic Perspectives 137–156. Oxfordshire, UK: Libri.
- The Digital Economy: Platforms and Crowds
- Eisenmann, T, G Parker & MW Van Alstyne. 2006. Strategies for Two-Sided Markets. Harvard Busi-ness Review, 84/10: 92-101.
- Zhu, F & M Iansiti. 2019. Why Some Platforms Thrive and Others Don’t. Harvard Business Review, 97/1: 118–125.
- Cutolo, D, A Hargadon & M Kenney. 2021. Competing on Platforms. Sloan Management Review, 62/3: 22-28, 30.
- Bauer, RM & T Gegenhuber. 2015. Crowdsourcing: Global Search and the Twisted Roles of Consumers and Producers. Organization, 22/5: 661-681.
- Zuboff, S. 2019. The Age of Surveillance Capitalism. London: Profile.
- Schor, J. 2020. After Gig. Oakland, CA: University of California Press.
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| Lehrinhalte wechselnd? |
Nein |
| Sonstige Informationen |
(*)For quality assurance and improvement purposes, please participate in all JKU course evaluations and surveys!
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| Frühere Varianten |
Decken ebenfalls die Anforderungen des Curriculums ab (von - bis)
973GMCPORGK19: KS Organization (2019W-2022S)
973GMCPMCOK16: KS Master Course Organization (2016W-2019S)
2ORGMCO: KS Master Course Organization (2010W-2016S)
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