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2007/8 Module Catalogue
 Module Code: MANM066 Module Title: STRATEGIC CHANGE MANAGEMENT
Module Provider: School of Management Short Name: MBA13 Previous Short Name: MBA13
Level: M Module Co-ordinator: GOSS D Prof (SoM)
Number of credits: 15 Number of ECTS credits: 7.5
 
Module Delivery

Autumn
Assessment Requirements
Individual critical evaluation paper    30%
Individual case report                           70%
Module Overview

Strategic change involves changes in a firm’s scope, resource deployment, competitive advantages and synergies that align a firm more suitably with a changed environment (whether internal or external) so as to allow that firm to meet its objectives.

 
Prerequisites/Co-requisites
None
Module Aims

This elective module is intended to provide students with an understanding of the concept of strategic change management and, in particular, provides a broad, multi-disciplinary approach to managing an organization’s development and implementation of strategies when confronted with change.

 
Learning Outcomes
  • Recognise the value of managing the strategic change process in an organization

     

  • Critically evaluate the role of the change agent and their significance to companies in transition

     
  • Be familiar with the principles of strategic change management and the notion of change

     
  • Be familiar with the phases and activities involved in mapping change paths

     
  • Apply the principles and practice of strategic change management to a project case study, using current management tools and techniques

     
Module Content

Understanding organizational change

 

  1. The nature of change and its different conceptualisations

     
  2. The nature of environmental change and its impact on organization

     

Strategic management and change.

 

  1. The nature of strategy and its implications for change management

     
  2. Strategic leadership and change

Making change happen

 

  1. Culture, politics and implementation

     
  2. Dynamic capabilities and resource-based views

     
  3. Psychological and emotional dimensions

     
Methods of Teaching/Learning
The teaching and learning methods include self/team examination exercises, role play, gaming and, case studies.  The teaching and learning format is designed to emphasise methodology for strategic change management and to give students the opportunity to gain experience through the integration of theory and application.  The teaching and learning processes will be facilitated by lectures and participative workshops
Selected Texts/Journals

Essential               

 

Balogun and Hailey, Exploring Strategic Change, Prentice Hall 2004

 

 

Recommended

 

Tushman and Anderson, Managing Strategic Innovation and Change, Oxford 2004

 

Supporting Reading

 

Burnes, B. (2004) Managing Change, London , Prentice Hall

 

Burt, R. (1992). Structural Holes. Cambridge, Ma: Harvard University Press

 

Burt, R. (2004). Structural holes and good ideas. American Journal of Sociology, 110: 349-99.

 

Burt, R. (2005). Brokerage and Closure. Oxford: Oxford University Press.

 

Drucker, P. (1986) Innovation and Entrepreneurship, London , Pan.

 

Eccles and Nohria (1998) ‘Strategy as a language game’, in Segal-Horn (ed) The Strategy Reader, Oxford , Blackwell.

 

Goss, D. (2005) ‘Entrepreneurship and the social’, Human Relations, 58; 5.

 

Goss, D. (2007) ‘Reconsidering Schumpeterian Opportunities’, International Journal of Entrepreneurial Behaviour and Research, 

 

Grint, K. (1997) Fuzzy Management, Oxford , OUP.

 

Liu and Perrewe (2005) ‘Another look at emotion in the organizational change process’, Human Resource Management Review, 15, 263-280

 

Morgan, G. (1997) Images of Organization, London , Sage.

 

Morgan, G. (2000) Imaginization, London , Sage.

 

Stacey, R. (latest edition) Strategic Management and Organizational Dynamics, London , Pitman.

 

Tsoukas (2005) ‘Why language matters in the analysis of organizational change’, Journal of Organizational Change Management, 18; 1

 

Tsoukas and Chia (2002) ‘On organizational becoming’, Organization Science, 13; 5.

 

Urry, J. (2000) Sociology beyond Societies, London , Routledge

 

Whittington, R. (latest edition) What is Strategy and Does it Matter? London , Routledge.

 
Last Updated

March 13th 2008