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Change and Entrepreneurship in Organizations C, 15 hp

Engelskt namn: Change and Entrepreneurship in Organizations C

Denna kursplan gäller: 2011-08-29 till 2012-08-26 (nyare version av kursplanen finns)

Kurskod: 2FE138

Högskolepoäng: 15

Utbildningsnivå: Grundnivå

Huvudområden och successiv fördjupning: Företagsekonomi: Grundnivå, har minst 60 hp kurs/er på grundnivå som förkunskapskrav

Betygsskala: För denna kurs ges betygen VG Väl godkänd, G Godkänd, U Underkänd

Ansvarig institution: USBE Företagsekonomi

Beslutad av: Handelshögskolans styrelse, 2009-05-28

Reviderad av: lewi0001, 2010-10-12


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 ECTS Module 2. Corporate Entrepreneurship, 7.5 ECTS Module 1. Organizational Change, 7.5 ECTS The module deals with the management of change from alternative theoretical perspectives, opening with the traditional, rational approach that still occupies a dominating role in business literature as well as in 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 the module, the student should be able to: • describe and discuss theoretical perspectives on organizational change, for instance rational, institutional, cultural and critical perspectives • analyse the practice of change in business organizations • examine, evaluate and critically reflect upon different perspectives on change • search and evaluate scientific articles • develop and present a stringent line of argumentation • approach a particular field of knowledge from different theoretical perspectives Focus of instruction The structure of teaching consists of lectures, literature seminars and case analyses. Students will also conduct an academic literature search. Participation in literature seminars, mini-case analyses and the presentation of the literature search is obligatory. Examination modes Examination consists of an individual written home exam and a group literature search reported through paper and presentation. Active participation in seminars is required to pass the course. See also below. Module 2. Corporate Entrepreneurship, 7.5 ECTS 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 the 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 • identify creative ways to overcome hinders to entrepreneurship in organizations • evaluate the appropriateness of strategies towards opportunity exploration and exploitation in organizations, discuss alternative solutions and formulate practical recommendations for future activities that support entrepreneurial behavior • 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 therefore the structure of teaching consists of group work, seminars and case analyses and only a limited number of lectures. Role-play may be used during seminars. As a major part of the module, students will conduct an evaluation of a real-life organization, resulting in practical recommendations. Participation in seminars, case analyses and the presentation of the case evaluation is obligatory. Examination modes Examination consists of case assignments, seminars, an individual written home exam, and a term paper evaluating a real-life organization, and a presentation and defence of this evaluation. The re-exam will a written exam held in an examination hall. Active participation in seminars is required to pass the course. See also below.

Förväntade studieresultat

See respectively module.


Univ: Företagsekonomi B, 30hp eller motsvarande.

Undervisningens upplägg

See respectively module.


See also above under respectively module. Examination of Modules 1-2 will be based upon the student’s active participation in seminars, a written comprehensive examination (tentamen), and successful completion of group or individual coursework as assigned. The following grading system will be used: Pass with distinction (Väl godkänd, Vg, 75% or more), Pass (Godkänd, G, 50% or more) Fail (Underkänd, U, less than 50%). To receive the grade Pass with distinction in the course, the student must have achieved at least 75% of the total of points in the separate modules or the equivalent. In case of failure on seminar participation or individual and group assignments, compensating assignments must be completed in accordance with instructions given on each occasion. Students who do not pass at the time of the normal written examination will be offered an opportunity to sit a further examination within 2-3 weeks. Beyond that, additional examination opportunities normally arise every academic year, one week prior to the start of the autumn term. 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. Rules and regulations concerning the production of academic texts and correct referencing will be applicable to all written assignments. Lectures are normally not obligatory. However attendance is expected because the lectures are designed to facilitate students towards achieving course specific learning objectives. In addition lectures often provide insightful explanations of, and can supplement and provide contrast to, the course litterateur and other relevant course materials. Student who has passed an examination can not redo the examination to get a higher grading. Grades on the course are awarded when students have passed all examinations and compulsory course elements. Academic credit transfer Academic credit transfers are according to the University credit transfer regulations.

Övriga föreskrifter

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.


Giltig från: 2012 vecka 35

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.)
Se bibliotekskatalogen Album

Articles Compendium of Articles (Selected):

Buchannan, D. & Dawson, P. (2007). Discourse and Audience: Organizational change as a multy-story process. Journal of management Studies, 44(5): 669-686. Kotter, J. P. (2007) ‘Leading change: Why transformation efforts fail?’ Harvard Business Review, 85(1): 96-103. March, J. G. (1981) ‘Footnotes to organizational change’. Administrative Science Quarterly, 26: 563-577.

Tsuokas, H. & Chia, R. (2002) On organizational becoming: Rethinking organizational change. Organization Science, 13(5): 567-582. Van de Ven, A. & Poole, S. M. (2005) Alternative approaches to studying organizational change. Organization Studies, 26: 1377-1404. Weick, K. E. & Quinn, R. (1999) Organizational change and development. Annual Review of Psychology, 50: 361-86.

Additional reading materials will also be available.

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.)
Se bibliotekskatalogen Album

Compendium of articles, 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.

March, James G. (1991). ”Exploration and exploitation in organizational learning”, Organization Science, 2: 71–87. Van de Ven, Andrew, & Engelman, Rhonda M. (2004) “Central Problems in Managing Corporate Innovation and Entrepreneurship”, in Jerome A. Katz & Dean A. Shepherd (eds.) Corporate Entrepreneurship. 47-65.

Further readings will be added at the beginning of the module.

Cource Reference literature

Umeå School of Business and Economics (latest edition)
Thesis writing in Business Administration. Thesis manual.
Företagsekonomi :
Läsanvisning: Retrieved from: http://www.usbe.umu.se/english/dept/fek/for-our-students/theses/working-on-theses/

Additional individual literature focusing on specific topics may be needed to be able to complete module assignments.