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Change and Entrepreneurship in Organizations C, 15 Credits

Swedish name: Change and Entrepreneurship in Organizations C

This syllabus is valid: 2015-08-17 valid to 2016-08-28 (newer version of the syllabus exists)

Course code: 2FE138

Credit points: 15

Education level: First cycle

Main Field of Study and progress level: Business Administration: First cycle, has at least 60 credits in first-cycle course/s as entry requirements

Grading scale: VG Pass with distinction, G Pass, U Fail

Responsible department: Business Administration

Revised by: Rector of Umeå School of Business and Economics, 2015-06-11


How to handle change and how to innovate and act entrepreneurially is a core question for most organizations. The course aims to provide students with an understanding of change and entrepreneurship within organizations, and to develop an active approach in dealing with external and internal change as well as in seizing entrepreneurial opportunities. The course is based on two modules. The first module deals with the concept of change and various approaches to understanding organizational change, while the second module focuses on corporate entrepreneurship in different types of organizations:

Module 1. Organizational Change, 7.5 credits
Module 2. Corporate Entrepreneurship, 7.5 credits

The course is given and examined in English.

Module 1. Organizational Change, 7.5 credits
The module deals with the management of change from different theoretical perspectives. It opens with the traditional, rational approach that plays a dominant role in theory and practice. The module then turns to contrasting perspectives on change such as institutional, cultural and critical perspectives, which allows for a wider and more comprehensive outlook on the practice and management of change in business organization.

Expected learning outcomes
After completing this module, the student should be able to:
●    describe and discuss theoretical perspectives on organizational change, for instance rational, institutional, cultural and critical perspectives.
●    evaluate and critically reflect upon different perspectives on change.
●    analyse the practice of change in the context of organizations.

Focus of instruction
Learning is supported by lectures, literature seminars and case analyses. In addition, students will conduct an academic literature search and review.

Examination modes
Examination consists of an individual written home exam, individual and group literature search and literature review, case seminar, term paper presentation. Participation in literature seminars, case analyses and the presentation of the literature search and review is obligatory. In addition, a passing grade is required for each part to complete the course. The course is given and examined in English. See also examination for the course below.

Module 2. Corporate Entrepreneurship, 7.5 credits
In this module, focus is placed on continuous entrepreneurial and innovative activity in existing organizations, so-called corporate entrepreneurship or intrapreneurship. The organizational potential for corporate entrepreneurship and innovation, in particular in growing and maturing firms is discussed, and related to how different types of firms organize to support exploration and exploitation of opportunities. Further, therefore, the extension of entrepreneurship theory to new areas such as social and public entrepreneurship is discussed.

Expected learning outcomes
After completing this module, the student should be able to:
●    describe and compare different characteristics of corporate, social and public entrepreneurship
●    analyse how factors both within the organization and in the business environment support or hinder entrepreneurship and innovation
●    evaluate the appropriateness of strategies towards opportunity exploration and exploitation in organizations, discuss alternative solutions and formulate practical recommendations for future activities that support organizational entrepreneurship
●    present and communicate the evaluation and recommendations referred to above
●    reflect upon their own attitudes toward entrepreneurship and how entrepreneurial they may be as managers or employees in established organizations

Focus of instruction
Emphasis is placed on student activity, and learning is supported by group work, different seminars and case analyses as well as lectures.  As an integrating assignment, students will conduct an evaluation of an organization, resulting in practical recommendations.

Examination modes
Examination consist of a written group based case assignment including seminar presentation, individual seminar assignments, and an individual written exam.  A passing grade is required for each part. The course is given and examined in English. See also examination for the course below.

Expected learning outcomes

See each module.

Required Knowledge

Courses in Business Administration (60 credits) At Basic level (A-level) and Intermediate level (B-level) a minimum of 60 credits.
Proficiency in English equivalent to Swedish upper secondary course English B, English/6.

Form of instruction

See each module.

Examination modes

See each separate module and below.

The following grading system is used:
Pass with distinction (Väl godkänd, VG, 75% or more),
Pass (Godkänd, G, 50% or more)
and Fail (Underkänd U, less than 50%).

Grades on the course are awarded when the student has passed all examinations and compulsory course elements. The course is given and examined in English.

To receive the grade Pass with distinction (VG) in the 30 credits course consisting of four modules of the same size, the student must have achieved Pass with distinction (VG) in at least three out of four modules. In shorter courses for example 7,5 credit courses, 15 credit courses or 22,5 credits courses Pass with distinction (VG) is given when the student has achieved at least 75% of the total weighted points.

A student who does not pass at the time of the written examination will be offered an opportunity to sit a further examination within two months. Beyond that, additional examination opportunities normally arise every academic year, one week prior to the start of the autumn term.

In case of failure on seminar participation or individual and group assignments, compensating assignments must be completed in accordance with instructions given, no later than two weeks after the completion of the module. Mandatory assignments (seminars, written assignments, cases, computer assignments etc.) that have not been handed in within stipulated time must be done the next time the course is offered. If the form of examination does not permit repetition other forms of re-examination may be used.

When a student has failed an examination on two occasions, he or she has a right to have another grading teacher. A written request for an alternative examiner should be handed to the director of studies no later than two weeks before the next examination opportunity.

A student who has passed an examination can not redo the examination to get a higher grade.

If a student fails to present a photo ID at the occasion of a written exam in an exam room will not be allowed to take the exam.

Disciplinary action may be taken against students who uses unauthorized help aids or in some other way tries to mislead on a test or when another type of task is being evaluated. Rules and regulations concerning the production of academic texts and correct referencing will be applicable to all written assignments. (see instructions in the thesis manual, Thesis Writing in Business Administration). Urkund records may be used for control. In addition, Umeå University rules and regulations for education and research applies:

Educational activities are designed to facilitate students towards achieving expected learning outcomes and can explain, supplement and provide contrast to the course literature and other relevant course materials.

Other regulations

Academic credit transfers are according to the University credit transfer regulations.

This is a course at the C-level in a Bsc-degree at Umeå University. The course can also be included in study programs in Business Administration and Economics at Umeå School of Business.


Valid from: 2015 week 34

Module 1

Organizational change
Senior Barbara, Swailes Stephen
4. ed. : Harlow, Essex, England : Pearson Education : 2010 : xxi, 405 p. :
ISBN: 978-0-273-71620-4 (pbk.)
Search the University Library catalogue

Scientific articles available from Umeå University library databases

Buchannan, D. & Dawson, P. (2007). Discourse and Audience: Organizational change as a multy-story process. Journal of management Studies, 44(5): 669-686. Nasim, S and Sushil, (2011) Revisiting organizational change: exploring the paradox of managing continuity and change. Journal of change management, 11(2): 185-206.

Van de Ven, A. & Poole, S. M. (2005) Alternative approaches to studying organizational change. Organization Studies, 26: 1377-1404. Van de Ven, A. & Sun, K.(2011) Breakdowns in Implementing Models of Organizational Change. Academy of management perspective. 25(3): 58-74.

Module 2

Corporate entrepreneurship and innovation : entrepreneurial development within organizations
Morris Michael H., Kuratko Donald F., Covin Jeffrey G.
3. ed. : Mason, OH : South-Western Cengage Learning : cop. 2011 : xxi, 471 p. :
ISBN: 978-0-538-47892-2 (student ed. : hbk.)
Search the University Library catalogue
Reading instructions: After a dialogue with the publisher we recommend you to buy the following book at a bookshop of your choice 9781111526917

The list of articles comprise approximately between 115-125 pages, , including for example Corbett, Andrew C., & Hmieleski, Keith M. (2007) “The Conflicting Cognitions of Corporate Entrepreneurs", Entrepreneurship Theory and Practice, 31 (1), 103-121. Kellermanns, Franz W. & Eddleston, Kimberly A. (2006) “Corporate Entrepreneurship in Family Firms: A Family Perspective", Entrepreneurship Theory and Practice 30 (6), 809-830.

Lisboa, Ann, Skarmeas, Dionysis, & Lages, Carmen (2011) “Entrepreneurial orientation, exploitative and explorative capabilities, and performance outcomes in export markets: A resource-based approach", Industrial Marketing Management, 40, 1274-1284. March, James G. (1991). "Exploration and exploitation in organizational learning", Organization Science, 2: 71-87.

Cource Reference literature

Umeå School of Business and Economics (latest edition)
Thesis writing in Business Administration. Thesis manual.
Företagsekonomi :