IT-Universitetet i København
  Tilbage Kursusoversigt
Kursusnavn (dansk):Digital Change Management 
Kursusnavn (engelsk):Digital Change Management 
Semester:Forår 2018 
Udbydes, Digital Innovation & Management (dim) 
Omfang i ECTS:7,50 
Min. antal deltagere:15 
Forventet antal deltagere:
Maks. antal deltagere:97 
Formelle forudsætninger:
Læringsmål:After the course the student should be able to:

1. Explain what characterizes digital change management and be able to contrast and discuss core models thereof
2. Account for different strategic change perspectives; when to use?; how to use?; and the underlying theory?
3. Examine individual motivation in relation to change, and debate the role of different personality types in relation to change
4. Apply the design theory nexus in a specific organizational setting and account for the change management planning derived from using the nexus. 
Fagligt indhold:The aim of this course is to give the student an overview of different approaches that can be used for organizational change with IT. Approaches such as business process reengineering, commanding, metrics-driven and production-focused change will be covered as well as more critical and reflective approaches such as employee-driven change, attitude-focused change, exploration and socialization as change. Furthermore optional or voluntary change and the mechanisms influencing diffusion and adoption of IT will be covered. Students will learn to choose a good organizational change strategy based on contingencies. Students will also learn how to apply an appropriate organizational change approach with the strategy or enterprise architecture of an organization. In the concrete the student will learn to analyze and synthesize concrete organizational change problems related to IT by applying the concepts, theories, and methods in the course. The course will be based on cases from public and private organizations, global and local. 

The first part of the course will give an overview of theory om models and the students will have small exercises training core skill and abilities. Half way through the course group of students will be assigned a specific organizational setting (a case) to which theory and models should be applied. This case will also be used in writing the exam report. 

Obligatoriske aktivititer:Der er ingen obligatoriske aktiviteter. Vær venlig KUN at ændre denne tekst når der er obligatoriske aktiviteter./
There are no mandatory activities. Please, change this text ONLY when there are mandatory activities 
Eksamensform og -beskrivelse:D2G Aflevering med mundtlig eksamen der supplerer projekt. Delt ansvar for projekt., (7-scale, external exam)

Hand-in for groups with following oral exam supplemented by the hand-in (D2G)

Duration of exam: 20 minutes per student incl. assessment and feedback.

Groups: 3-4 students. In special circumstances groups of 2 or 5 students may be accepted

Form of group exam: Mixed exam 2
See Study Guide -> Exams -> Course Exams -> Exam Forms for more information.  

Litteratur udover forskningsartikler:The following research articles and chapters will be collected and printed as a Compendium:
.• Kotter, John P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, March-April 1995.
• Kotter, John P. (2012). The Big Idea. Accelerate. Harvard Business Review, March-November 2012.
• Pries-Heje, Jan (2003). Role Model for the Organisational IT Diffusion Process. In: Damsgaard, J. & H.Z. Henriksen (Eds.) (2003). Networked Information Technologies: Diffusion and Adoption. Kluwer Academic Publishers, chapter 7, pp. 115-129.
• Weinberg, Gerald M. (1997). Quality Software Management, Volume 4, Anticipating Change. Dorset House. ISBN 0-932633-32-3. Kapitel 2, side 19-36.
• Moore, Geoffrey (1995). Inside the Tornado. Harper Business. ISBN 0-88730-765-5. Uddrag, kapitel, side 13-26.
• Rogers, Everett M. (2003). Diffusion of Innovations. 5th Edition. The Free Press, New York, USA. ISBN 0-02-874074-2. Uddrag af kapitel 1, side 35-38, og af kapitel 5, side 168-194.
• Weinberg, Gerald M. (1993). Quality Software Management, Volume 2, First-Order Measurement. Dorset House. ISBN 0-932633-24-2. Kapitel 16, side 257-267.
• Weinberg, Gerald M. (1994). Quality Software Management, Volume 3, Congruent Action. Dorse House. ISBN 0-932633-28-5. Kapitel 3, side 26-41.
• Paul Z. Jackson & Mark McKergow (2007). The Solutions Focus. Nicholas Brealey Publishing, London. Uddrag kapitel 3, side 22-36.
• Huy, Quy Nguyen (2001). Time, temporal capability, and planned change. Academy of management Review, vol. 26, no. 4, 601-623.
• Pries-Heje, Jan & Otto Vinter (2006). A Framework for Selecting Change Strategies in IT Organizations. In: Product-Focused Software Process Improvement (PROFES 2006). Springer Berlin / Heidelberg, Lecture Notes in Computer Science, Volume 4034/2006, pp. 408-414