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911180 |
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Course |
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| Technologies of Managing- Canceled | ||
Faculty |
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Professor Jan B. Mouritsen |
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Course Coordinator |
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| Professor Jan B. Mouritsen | ||
Prerequisites |
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That the PhD student has started his or her PhD project and made reflections on its empirical theme, theory and level of analysis. |
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Aim |
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The purpose of the PhD course in technologies of managing technology is to focus on the role of tools and artefacts in managerial action. The course starts from the observation that there is no management without tools and then embarks on a discussion of how tools on the one side are mobilised by mangers to extend their reach to impact their world, and on the other side poses obligations and requirements that prescribe what they have to do. The role of management tools is thus ambiguous and the course relates this observation to issues in managerial economics, supply chain management, operations management, innovation management, performance management and valuation. The main idea of the course The course requires reflexivity generally in the area of business and management studies but it nevertheless focuses on two dimensions in the business of business firms namely performance management and inter-organisational relations. These are the central empirical elements in the course which then are used to illustrate how reflexivity and researchable questions can develop. Integrated with this, the course has a particular focus on what characterises a management technology. There are many management tools but their power and consequences are rarely given by their logical or aesthetical constitution. Looking at management tools as technology the central question is how a set of procedures which reduce a 3-dimensial empirical space to a 2-dimensional informational space make intervention more possible? This discussion concerns both generally what is a representation and also how does a representation hold the entities that it is supposed to represent? Management technology and research methodology have much in common and this is explored in this course. |
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Course content |
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The course starts with the question how to study ’systems’ when it is unclear when one systems stops and another starts. The course thus is concerned with how systems are made manageable. Typically this concerns how systems’ resources and activities can be made part of the production of effects and be attached to accountability. On this basis the course has four main themes: |
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Teaching style |
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The course is interactive and involves both faculty and student-presentations. It mobilises break-out sessions, intensive reading of texts and writing of a small project. |
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Lecture plan |
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The course will run on following days: Monday, 4 September 2017 10:00 - 17:00 + dinner Tuesday, Wednesday and Thursday 09:00 to 17:00 Friday, 8 September 2017 09:00 - 16:00 |
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Learning objectives |
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Exam |
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In order to pass the course it is expected that each student reads the material for each day - typically 3 journal articles + book chapters. Project Each student prepares a brief paper (3-5 pages) about his or her own research problem related to central themes developed in the course. In addition each student writes review comments on two of these papers. |
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Other |
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Start date |
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| 04/09/2017 | ||
End date |
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| 08/09/2017 | ||
Level |
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| PhD | ||
ECTS |
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| 5 (participation without writing the project) + 2 (writing the project and review) | ||
Language |
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| English | ||
Course Literature |
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| WORKSHOPS, REFLECTION AND PERSPECTIVEThis is an advanced course. It builds on knowledge at level with introducing texts in organisational theory, operations management, and management controlThe following description of the course is indicative to provide a ‘feel’ for it.A. Systems and networks1. Czarniawska, B. (2004) On Time, Space and Action Nets, Organization 11(6) pp. 773-7912. Pidd, M. (2003) Soft systems methodology in Tools for Thinking. Modelling in Management Science (chapter 5)3. Boulding, K.E. (1956) General Systems Theory - The skeleton of science, Management Science (pp. 197-208)B. Management technology and representation4. Czarniawska, B., & Mouritsen, J. (2009). What is the object of management? How management technologies help to create manageable objects. In C. Chapman, D.J. Cooper, & P. Miller (Eds.), Accounting, Organisations and Institutions. Oxford: Oxford University Press.5. Cooper, R. (1992) Formal organisation as representation: Remote control, displacement and abbreviation, in Reed, M. & Huges, M. (ed) Rethinking Organization, Sage Publications6. Christiansen, J.K. and Varnes, C.J. (2009) Formal Rules in Product Development: Sensemaking of Structured Approaches, Journal of Product Innovation Management 26: 502-5197. Latour, B. (1986) Visualisation and Cognition: Thinking with Eyes and Hands, Kuklick, H. (editor) Knowledge and Society Studies in the Sociology of Culture Past and Present, Jai Press (6): 1 – 40.C. Boundary and inter-organisational relations8. Stabell, C.B. & Fjeldstad, Ø.D. (1998) Configuring value for competitive advantage: on chains, shops and networks, Strategic Management Journal (pp. 413-437)9. Miller, P. and O'Leary, T. (2007) 'Mediating instruments and making markets: Capital budgeting, science and the economy', Accounting, Organizations and Society, 32 (7/8), 701-734. 10. Halldórsson, A., Kotzab, H., Juliana Hsuan Mikkola, J.H. & Skjøtt-Larsen, T. (2005) How Inter-Organisational Theories Contribute to Supply Chain Management -Theoretical foundation and application, in de Koster, R & Werner Delfmann, W (eds.) Supply chain management -European perspectives, Copenhagen Business School Press, Copenhagen11. Lambert, D.M. and Cooper, M.C, Issues in Supply Chain Management, Industrial Marketing Management 29, 65–83 (2000)12. Thrane, S., & Hald, K.S. (2006). The emergence of boundaries and accounting in supply fields: The dynamics of integration and fragmentation. Management Accounting Research, 17(3), 288-314.D. Performance, Valuation and performativity13. Jordan, S. and Messner, M. (2012) 'Enabling control and the problem of incomplete performance indicators', Accounting, Organizations and Society, 37 (8), 544-564.14. Corvellec, H. (2003) Narratives of organizational performance, i Czarniawska, B. & Gagliardi, P. (ed) Narratives We Organize By John Benjamin Publishing Company pp. 115-13315. Espeland, W. N. and Sauder, M. (2007) Rankings and Reactivity: How Public Measures Recreate Social Worlds, American Journal of Sociology, 113 (1), 1-40.16. Mouritsen, J., Hansen, A. and Hansen, C. Ø. (2009) 'Short and Long Translations. Management accounting calculations and innovation management', Accounting, Organizations and Society, 34 (6/7), 738-754.17. Heuts, Frank, and Annemarie Mol. 2013. “What Is a Good Tomato? A Case of Valuing in Practice.” Valuation Studies 1 (2): 125–46. doi:10.3384/vs.2001-5992.1312125.18. Vatin, Francois. 2013. “Valuation as Evaluating and Valorizing.” Valuation Studies 1 (1): 31–50.E. ProjectEach student prepares a brief paper (3-5 pages) about his or her own research problem related to central themes developed in the course. In addition each student writes review comments on two of these papers. | ||
Fee |
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| DKK 6.500 (participation without writing the project) or DKK 9.100 (with the project and review) | ||
Minimum number of participants |
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| 15 | ||
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Maximum number of participants |
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| 24 | ||
Location |
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Copenhagen Business School Solbjerg Plads 3 Room: D 4.20 2000 Frederiksberg |
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Contact information |
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For further enquiries about the course please send mail to Blazenka B. Kvistbo, bbk.research@cbs.dk |
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Registration deadline |
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| 21/08/2017 | ||
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Please note that your registration is binding after the registration deadline. For late registration please contact Blazenka B. Kvistbo, bbk.research@cbs.dk |
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