autumn 2014 leading innovation in a global environment

* the teaching plan may be subject to minor changes and students will be informed accordingly

Autumn 2014 Leading Innovation in a Global Environment – MODULE 3

(15 ECTS) *

Master in Leadership and Innovation in Complex Systems (LAICS)

Module Coordinator:

Hanne Kirstine Adriansen, Associate Professor Dept. of Ed. /AU, [email protected]

Teaching Faculty:

Marie Aakjær, PhD, external lecturer, Dept. of Ed./AU, [email protected]

Hanne Kirstine Adriansen, Associate Professor, Dept. of Ed. /AU, [email protected]

Nancy J. Adler, Professor, McGill University, Canada, [email protected]

Jacob Buur, Professor University of Southern Denmark, [email protected]

Lotte Darsø, Associate Professor Dept. of Ed. /AU, [email protected]

Stine Haakonsson, Associate Professor, CBS [email protected]

Mariana Mazzucato, Professor, University of Sussex, [email protected]

(still to be confirmed)

Jamie Wallace PhD, Post-doctoral Research Fellow, Dept. of Ed. /AU, [email protected]

Supervisors:

Marie Aakjær, PhD, external lecturer, Dept. of Ed./AU, [email protected]

Hanne Kirstine Adriansen, Associate Professor, Dept. of Ed. /AU, [email protected]



mailto:[email protected]



Special Guests:

Ed Bamiling, Ceramics Facilitator, The Banff Centre, www.banffcentre.ca

Ronna Schneberger, Nature Facilitator, The Banff Centre, www.banffcentre.ca

Ian Prinsloo, Creative Inquiry Facilitator, The Banff Centre, www.banffcentre.ca

Christian Bason, Director Mind Lab, www.mind-lab.dk

Ole Qvist Sørensen, Visual Process Consultant, Bigger Picture,

www.biggerpicture.dk

Purpose:

This module focuses on leadership, from identifying personal leadership styles and

guiding principles to examining the kind of leadership needed in an organisational

and global context. It examines how global trends influence innovation and

presents analytical and practical tools that deal with global as well as local

innovation opportunities and challenges. The module includes designing and

facilitating sessions for creating innovation and user and customer interaction.

Description of qualifications:

Knowledge and understanding

Upon completion of Module 3, the participant will:

1. hold comprehensive knowledge and understanding of theories and practice of

leadership, innovation and complexity and is able to reflect on these theories.

2. understand innovation at various levels, as individual mind-sets and motivation,

as group process and interaction, as organisational culture, networks and politics,

and as strategic and global development.

3. have knowledge that enables him/her to reflect on theoretical frameworks and

models.

Skills

Upon completion of Module 3, the participant will be able to:

1. facilitate conversations and meetings.

1. analyse and discuss global trends in relation to own organisation.

2. take on leadership in innovation by applying scientific methodologies, tools and

techniques from the field of innovation.

3. apply research methods that enable him/her to reflect on, analyse, evaluate and

formulate problems and challenges in relation to leadership and innovation in

complex systems.

4. analyse, discuss and communicate innovation strategies in organisations.

Competences

Upon completion of Module 3, the participant will be able to:

1. independently initiate and carry out innovation activities and collaborative

efforts in a professional environment.

2. independently take responsibility for own professional development.

3. use and evaluate theoretical and professional knowledge to plan, prepare and

implement innovative practices.

Content:

Theories on leadership styles and leadership principles and reflection on own

leadership.

Global trends that influence opportunities for innovation in organisations.

The concept of the “BOP (Bottom of the Pyramid)” approach to innovation.

Theories and approaches to user-driven innovation.

Methods for designing and facilitating different types of meetings.

Learning and Teaching Approach:

The module examines innovation and leadership from a ‘real-world’, practice-based

perspective. The learning and teaching approach emphasizes engaging intellect,

senses, emotions and body as well as artefacts through:

Residential seminars

Group work

Self-study

Peer-learning

Experiential problem-based learning

Playful learning

Arts-based learning

Lectures

Reflection and Learning Journals

Exam form:

Reflection Report followed by an individual oral exam. A reflection report is a

written report produced by students individually or in groups of two or three. If

written by one student, the reflection report must not exceed 15 normal pages,

including notes and list of literature but excluding appendices. If the reflection

report is written by a group of students, the required number of pages increases

(two students: 20 normal pages, three students: 25 normal pages). Further details

about the reflection report will be provided at Seminar 1.

Practical information:

LAICS Module 3 consists of three seminars - each lasting 3½-4 days:

SEMINAR 1: Leading Authentically in a Global Culture (3-6 Sep) 1 ,

The Banff Centre, Banff, Canada

SEMINAR 2: Local ideas for global challenges (6-9 Oct)

Sophienberg Slot, Rungsted, Denmark

SEMINAR 3: Leading the Customer Relationship (12-15 Nov)

Hoejstrupgaard Konferencecenter, Helsingør, Denmark

SEMINAR 1 starts w. dinner on Tuesday 2 Sep and ends with dinner on Saturday 6 Sep. SEMINAR 2 starts at 17.00 on Monday 6 Oct and ends at 17.00 on Thursday 9 Oct. SEMINAR 3 starts and ends with lunch at 13.00 first and last day.

Each seminar is followed by a period where the participants complete assignments,

work in groups and participate in virtual dialogue with fellow students. The module

is taught in English. All discussions, assignments and exams, both virtual and

during workshops, will be in English.

Textbooks – students are advised to purchase these publications:

Csikszentmihalyi, M. (2003). Good Business. Leadership: Flow and the Making of

Meaning, Hodder & Stoughton – chapter 8, pages 167 – 188 (22 pages) (chapter 7

and 9 should be read for Seminar 2)

Pine II, J. B. and Gilmore, J. H. (2007). Authenticity: What Consumers Really want,

Harvard Business School Press, Preface and chapter 1-2, pages xii-xiii, pp. 1-30,

not compulsory: Chapter 4, p. 45 -79 (79 pages)

Scharmer, C. O. (2007). Theory U: Leading from the Future as It Emerges. The

1 This seminar takes place at the Banff Centre of Leadership in Canada – participants should plan for 2 extra travelling days – departure Tuesday 2 Sep and return Sunday 7 Sep with arrival in DK Monday 8 Sep (due to different time zones). Participants are responsible for their own travel itinerary/arrangements.

Social Technology of Presencing, chapter 21, pp. 377-442 (63 pages). For

participants, who have not yet attended Module 1, please also read chapter 1 and

2, pp. 1-47 (47 pages)

Van de Ven, A.H. et al. (1999). The Innovation Journey. Oxford: Oxford University

Press, chapter 4, p. 95-124 (30 pages)

Zander, R.S. & Zander, B. (2000). The Art of Possibility. Transforming Professional

and Personal Life, Harvard Business School Press, chapter 1, pp. 1-15 , chapter 3,

pp. 25-53, chapter 7, pp. 99-111, chapter 11, pp. 161-181 ( 83 pages)

Compendium:

Adler, N. J. (2006). The Arts & Leadership: Now that we can do anything, what will

we do? Academy of Management Learning and Education, 2006, Vol. 5, No. 4, p.

486 – 499 (14 pages)

Adler, N. J. (2008). I am My Mother’s Daughter: Early Childhood Influences on

Leadership Success, European Journal of International Management, vol. 2, no. 1,

2008, page 6-21 (16 pages)

Adler, N. J. & Hansen, H. (2012). Daring to care: Scholarship that support the

courage of our convictions. Journal of Management Inquiry XX(X) 1–12 (12 pages)

Adler, N. J. (2007). Organizational Metaphysics. Global Wisdom and the Audacity of

Hope, I: Eric H. Kessler & James R. Bailey (2007) (eds.) Handbook of

Organizational and Managerial Wisdom. Thousand Oaks: Sage Publications, pp.

423-458 (36 pages)

Adriansen, H. K. (2010). How Criticality Affects Students’ Creativity. C. Nygaard, N.

Courtney & C. Holtham: Teaching Creativity – Creativity in Teaching. Libri

Publishing, pp. 65-84 (20 pages)

Adriansen, H.K. & S. Krohn (2013). Eastern mindfulness for Western organisations:

How, when and why?, Under review

Allan, J., Fairtlough, G., & Heinzen, B. (2002). The Power of the Tale: Using

Narratives for Organizational Success, John Wiley & Sons, Ltd., England, chapter 1,

pp. 1-20, and chapter 7, pp. 149-176 (48 pages)

Altenburg, T.: Schmitz, H. and Stamm, A. (2008). Breakthrough? China’s and

India’s transition from production to innovation, World Development 36 (2): 325 –

344 (20 pages)

Bason, C. (2010). Leading public sector innovation: Co-creating for a better society.

Bristol: Policy Press. Introduction (pp. 1-20), Chapter 3 (pp.53-69) and Chapter 9

(pp. 173-211) (71 pages)

Bens, I. (2006). Facilitating to lead! Leadership strategies for a networked world”.

San Francisco: Jossey-Bass. Chapter 1: pp. 1 – 33 (33 pages)

Bommert, B. (2010). Collaborative Innovation in the Public Sector. International

public management review, 11(1): 15-33 (18 pages)

Borrás, S. & Haakonsson, S. 2013. When globalization hits home. Mobilization

effects in national innovation networks. Working Paper in Business and Politics,

CBS. No. 83. (28 pages)

Boyer, N-A. (2004). Finding the Future: Why “Learning Journeys” Give An Adaptive

Edge”, pp. 1-13, Draft (13 pages)

Brown, J. with Isaacs, D. (2005). The World Café. Shaping Our Futures Through

Conversations That Matter, San Francisco: Berrett-Koehler Publishers, Inc.,

foreword by Margaret Wheatley pp. viii –xiii, Chapters 1-2: pp. 1–41 (48 pages)

Buur, J. (2012) The Role of Design in Business Model Innovation. Paper presented

at 10º Congresso Brasileiro de Pesquisa e Desenvolvimento em Design, São Luís

(MA)

Buur, J. and Larsen, H. (2010). The Quality of Conversations in Participatory

Innovation, University of Southern Denmark: SPIRE Research Centre, Mads Clausen

Institute (14 pages)

Buur, J. and Matthews, B. (2008). Participatory innovation. International Journal of

Innovation Management; vol. 12, nr. 3, pp. 255-273 (18 pages)

Chesbrough, H. (2006). Open Innovation: A New Paradigm for Understanding

Industrial Innovation, I: Chesbrough, H., Vanhaverbeke, W. & West, J. (Eds.) Open

Innovation: Researching a New Paradigm, Oxford University Press, chapter 1, pp. 1

–12 (12 pages)

Darsø, L. (2004). Artful Creation: Learning-Tales of Arts-in-Business,

Samfundslitteratur, case story about Unilever, pages 108 -123 , chapter 7: 161 –

175, chapter 8: 175 – 186 (40 pages)

Darsø, L. (2012). Innovation Competency–An Essential Organizational Asset. In S.

Høyrup, M. Bonnafous-Boucher, C. Hasse, M. Lotz & K. Møller (Eds.), Employee-

Driven Innovation: A New Approach London: Palgrave Macmillan. pp. 108-126 (18

pages.

Drucker, P. F. (1999). Managing Oneself, Harvard Business Review, January 2005,

pages 100 – 109 (10 pages)

Eraut, M. (2004). Informal learning in the workplace. Studies in Continuing

Education. Vol. 26, no. 2 pp. 247-273 (27 pages)

Feldman, M. S. (2000). Organizational routines as a source of continuous change.

Organization Science, 11(6), 611-629. (18 pages)

Fenwick, Edwards, and Sawchuk (2011). Spatiality and temporality: understanding

cultural geography, I: Emerging approaches to educational research: Tracing the

socio-material. London: Routledge. pp. 129 – 147 (18 pages)

Friedman, T. (2007). ―The World is flat 3.0. Presentation at MIT, Wong

Auditorium, Located November 28th 2007 on World Wide Web:

http://video.mit.edu/watch/the-world-is-flat-30-9321/

Ghais, S. (2005). Extreme Facilitation. Guiding Groups through Controversy and

Complexity. San Francisco: Jossey-Bass. Introduction, Part one; chapter 1 and 2:

pp. 1-46. (46 pages)

Goleman, D. (2000). Leadership that Gets Results, Harvard Business Review,

March-April 2000, pp. 76 – 91 (16 pages)

Haakonsson, S., Jensen, P. Ø. & Mudambi, S. (2012). A co-evolutionary perspective

on the drivers of international sourcing of pharmaceutical R&D to India. Journal of

Economic Geography, pp. 1-24 (24 pages)


Høyrup, S. (2010). Employee-driven innovation and workplace learning: basic

concepts, approaches and themes. Transfer: European Review of Labour and

Research, 16(2), 143-154. (11 pages)

Jaworski, J. (1998). Synchronicity: The Inner Path of Leadership, San Francisco:

Berrett-Koehler Publishers, pages 1 – 14, chapters 11-13: pages 71 – 83 (+ figure

p. 89), chapters 23 and 24: pages 172 – 185 (34 pages)

Kuemmerle, W. (1999). The Drivers of Foreign Direct Investment into Research and

Development: An Empirical Investigation. Journal of International Business Studies

30(1): 1-24 (24 pages)

Ladkin, D. (2010). Rethinking Leadership: A New Look at Old Leadership Questions.

Edward Elgar Publishing, Chap. 2 pp. 15-33 (19 pages)

Morgan, M. et al. (2009). Has the Experience Economy Arrived? The Views of

Destination Managers in Three Visitor-dependent Areas, International Journal of

Tourism Research 11, pp. 201-216 (16 pages)

Nissley, N. (2007). Framing arts-based learning as an intersectional innovation in

continuing management education: The intersection of arts and business and the

innovation of arts-based learning. I: B. DeFillippi & C. Wankel (Eds.), University and

Corporate Innovations Lifetime Learning. Greenwich, CT: Information Age

Publishing, pp. 1-33 (33 pages)

Nissley, N. (2007). Creativity and innovation: Good leadership demands a

combination of the two. Leadership in Action, 27(2), pp. 21-22 (2 pages) -

Pine II, J. B. and Gilmore, J. H. (1999). The Experience Economy. Work Is Theatre

& Every Business a Stage. Harvard Business School Press, Boston, Massachusetts:

pp. 1-25 (25 pages), and 163-183 (21 pages)

Palus, C. J. and Horth, D. M. (2002). The Leaders’s Edge: Six Creative

Competencies for Navigating Complex Challenges. A Joint Publication of the Jossey-

Bass Business & Management Series and The Center for Creative Leadership,

Introduction + chapter 1, pp 1 –36 (36 pages)

Prahalad, C. K. & Hart, S. L. (2002). The Fortune at the Bottom of the Pyramid,

Strategy + Business, vol. 26 (1st Quarter), pp. 2-14. (13 pages)

Ravn, I. (2007). The Learning Conference, Journal of European Industrial Training,

vol. 31, No. 3, 2007, pp. 212 – 222 (11 pages)

Rodrígez-Pose, A. and Crescenzi, R. (2008) Mountains in a flat world: why

proximity still matters for the location of economic activity. Cambridge Journal of

Regions, Economy and Society 1: 371-388 (18 pages)

Sternberg, R.J (2003). WICS - A Model of Leadership in Organizations. In Academy

of Management Learning and Education Vol. 2, No. 4 pp. 386-401 (16 pages)

Thomke, S. and Hippel, E. V. (2002). Customers as Innovators: A New way to

Create Value. Harvard Business Review, April 2002, pp. 74-81 (9 pages)

Ullwick, A. W. (2002). How to turn customer input into innovation. Harvard

Business Review: 91-97 (8 pages)

Vogt, E. E.; Brown, J. and Isaacs, D. (2003). The Art of Powerful Questions:

Catalyzing Insight, Innovation, and Action, California: Whole Systems Associates,

p. 1 – 14 (14 pages)

Webb, J.W. et al. (2009). The Entrepreneurship Process in Base of the Pyramid

Markets: The Case of Multinational Enterprise/Nongovernment Organization

Alliances, E, T & P, Baylor university, pp. 555-581 (27 pages)

Wheatley, M. J. (1999). Leadership and the New Science: Discovering Order in a

Chaotic World, Berrett-Koehler Publishers, San Francisco, chapter 9, pp. 157 – 168

(12 pages)

Teaching Plan – OVERVIEW:

DATE SUBJECT FACULTY & Guests

SEMINAR 1

incl. meals & breaks , journal

writing and reflection, walk &

talks

LEADING AUTHENTICALLY IN A

GLOBAL CULTURE

Tuesday 2 September

individual arrivals

Opening dinner at 18.00

Wednesday 3 September

09.00-21.00

Theories & stories about

leadership

Welcome & Introduction

Check-in

Introduction to literature

Ecoductions & story-finding with

clay – group session

Most admired leaders - lecture

Explicit leadership theory -

lecture

Reflection report – introduction

to exam form

Lotte Darsø

Nancy Adler

Ed Bamiling

Thursday 4 September

09.00-21.30

Theories & story-telling on

leadership

Global leadership & Leading

Beautifully- lecture

Leadership artistry: going

beyond the dehydrated language

of management - lecture

Nature encounter – group

session

Storytelling and Leadership I:

Lotte Darsø

Nancy Adler

Colin Funk

Ronna Schneberger

Creating space for discovery –

lecture + exercises

Storytelling and Leadership II:

Connecting to source – lecture +

exercises

Friday 5 September

09.00-18.00

Leadership today and in the

future

Painting Leadership: a Self

Portrait: lecture and exercise

Authentic leadership - lecture

Storytelling and leadership II:

Rehearsal and adaptive

performance – group session &

exercises

Individual & group work on own

leadership story

Lotte Darsø

Nancy Adler

Ian Prinsloo

Saturday 6 September

09.00-21.00

Eco-sculpting your leadership

quality- lecture and group

session

Reflection about your own

leadership story – individual &

group

Glazing & Firing of clay items

Presentations of individual

leadership stories – group

session

Evaluation & Check-out

Goodbye dinner

Lotte Darsø

Nancy Adler

Ian Prinsloo

Ed Bamiling

Colin Funk

Sunday 7 September

Individual departures

SEMINAR 2



talks

LOCAL IDEAS FOR GLOBAL

CHALLENGES

Monday 6 October

17.00-21.30


Check in & inter-seminar

reflections

Group work on literature

Hanne Adriansen

Tuesday 7 October

09.00-21.30

Intro question – group work

Philosophy of Science – lecture

+ exercise

Intro to situated knowledge and

socio-materialitiy – lecture +

exercise

Tracing the global and local –

lecture + exercise

Intro to reflection report

Group work on literature

Hanne Adriansen

Jamie Wallace

Wednesday 8 October

09.00 – 21.30

Innovation in the Global South –

a global Perspective on

Innovation – lecture + exercise

The State as the Engine of

Innovation – lecture + exercise

Stine Haakonsson

Mariana Mazzucato

Hanne Adriansen

Thursday 9 October

09.00 – 17.00

Presentation of Group work

Summing up

Innovation in the public sector

Short intro to seminar 3

Instruction for seminar 3


Hanne Adriansen

Christian Bason

SEMINAR 3



talks

LEADING THE CUSTOMER

RELATIONSHIP

Wednesday 12 November

13.00-21.30


Check in & inter-seminar

reflections

Facilitation and the role of the

facilitator – lecture + exercise

Group work on facilitation

Hanne Adriansen

Thursday 13 November

09.00-21.30

Graphic process facilitation –

lecture + exercise

Participatory Innovation –

lecture + exercise

Group work on facilitation

Hanne Adriansen

Ole Qvist Sørensen

Jacob Buur

Friday 14 November

09.00-21.30

Employee-driven innovation –

lecture & exercise

Workplace Learning – lecture &

exercise

Group work

Facilitation session with M1

Evaluation facilitation session M1

Reflection report – interactive

session

Hanne Adriansen

Marie Aakjær

Saturday 15 November

09.00-14.00

Designing a customer meeting

Evaluation of group facilitation

Information about exams and

Module 4


SEMINAR 1: Leading Authentically in a Global Culture // 3-6 Sep, The Banff

Center of Leadership, Banff, Canada

Teaching Faculty:


Nancy J. Adler, Professor, McGill University Montreal, Canada, [email protected]

Special Guests:

Ed Bamiling, Ceramics Facilitator, The Banff Centre, www.banffcentre.ca

Ronna Schneberger, Nature Facilitator, The Banff Centre, www.banffcentre.ca

Ian Prinsloo, Creative Inquiry Facilitator, The Banff Centre, www.banffcentre.ca

Colin Funk, Creative Inquiry Facilitator, The Banff Centre, www.banffcentre.ca

Purpose:

At this seminar participants will develop and articulate their innovative leadership story

through arts and storytelling. Participants will reflect and think about other people’s creative

and authentic leadership and they will work on identifying their own style by reflecting on

leadership models from the past and present time. Participants will develop and discuss

important leadership questions and they will work with guiding principles of leadership in

order to identify their own highest future potential.

Upon completion of this seminar the participant will be able to:

articulate their innovative leadership story through arts and storytelling

discuss their own style by reflecting on leadership models from the past and present time

discuss important leadership questions in relation to guiding principles of leadership

Content:

Theories on leadership styles and leadership principles and reflection on own leadership.


http://www.banffcentre.ca/departments/leadership/

http://www.banffcentre.ca/departments/leadership/

http://www.banffcentre.ca/




Literature:

Adler, N. J. (2006). The Arts & Leadership: Now that we can do anything, what will we do?

Academy of Management Learning and Education, 2006, Vol. 5, No. 4, p. 486 – 499 (14

pages) – Compendium

Adler, N. J. (2008). I am My Mother’s Daughter: Early Childhood Influences on Leadership

Success, European Journal of International Management, vol. 2, no. 1, 2008, page 6-21 (16

pages) - Compendium

Adler, N. J. & Hansen, H. (2012). Daring to care: Scholarship that support the courage of our

convictions. Journal of Management Inquiry XX(X) 1–12 - Compendium

Allan, J., Fairtlough, G., & Heinzen, B. (2002). The Power of the Tale: Using Narratives for

Organizational Success, John Wiley & Sons, Ltd., England, chapter 1, pp. 1-20 , and chapter

7, pp. 149-176 (48 pages) - Compendium

Csikszentmihalyi, M. (2003). Good Business. Leadership: Flow and the Making of Meaning,

Hodder & Stoughton – chapter 8, pages 167 – 188 (22 pages) (chapter 7 and 9 should be

read for Seminar 2) - Students are advised to purchase this publication

Darsø, L. (2004). Artful Creation: Learning-Tales of Arts-in-Business, Samfundslitteratur,

case story about Unilever, pages 108 -123 , chapter 7: 161 – 175, chapter 8: 175 – 186 (40

pages) - Compendium

Drucker, P. F. (1999). Managing Oneself, Harvard Business Review, January 2005, pages

100 – 109 (10 pages) - Compendium

Goleman, D. (2000). Leadership that Gets Results, Harvard Business Review, March-April

2000, pp. 76 – 91 (16 pages) - Compendium

Jaworski, J. (1998). Synchronicity: The Inner Path of Leadership, San Francisco: Berrett-

Koehler Publishers, pages 1 – 14, chapters 11-13: pages 71 – 83 (+ figure p. 89), chapters

23 and 24: pages 172 – 185 (34 pages) - Compendium

Ladkin, D. (2010). Rethinking Leadership: A New Look at Old Leadership Questions. Edward

Elgar Publishing, Chap. 2 pp. 15-33 (19 pages)– Compendium

Nissley, N. (2007). Framing arts-based learning as an intersectional innovation in continuing

management education: The intersection of arts and business and the innovation of arts-

based learning. I: B. DeFillippi & C. Wankel (Eds.), University and Corporate Innovations

Lifetime Learning. Greenwich, CT: Information Age Publishing, pp. 1-33 (33 pages) -

Compendium

Nissley, N. (2007). Creativity and innovation: Good leadership demands a combination of the

two. Leadership in Action, 27(2), pp. 21-22 (2 pages) - Compendium

Palus, C. J. and Horth, D. M. (2002). The Leaders’s Edge: Six Creative Competencies for

Navigating Complex Challenges. A Joint Publication of the Jossey-Bass Business &

Management Series and The Center for Creative Leadership, Introduction + chapter 1, pp 1

–36 (36 pages) - Compendium

Scharmer, C. O. (2007). Theory U: Leading from the Future as It Emerges. The Social

Technology of Presencing, chapter 21, pp. 377-442 (63 pages). For participants, who have

not yet attended Module 1, please also read chapter 1 and 2, pp. 1-47 (47 pages)

- Students are advised to purchase this publication

Sternberg, R.J (2003). WICS - A Model of Leadership in Organizations. In Academy of

Management Learning and Education Vol. 2, No. 4 pp. 386-401 (16 pages)– Compendium

Van de Ven, A.H. et al. (1999). The Innovation Journey. Oxford: Oxford University Press,

chapter 4, p. 95-124 (30 pages) - Students are advised to purchase this publication

Wheatley, M. J. (1999). Leadership and the New Science: Discovering Order in a Chaotic

World, Berrett-Koehler Publishers, San Francisco, chapter 9, pp. 157 – 168 (12 pages) –

Compendium

Zander, R.S. & Zander, B. (2000). The Art of Possibility. Transforming Professional and

Personal Life, Harvard Business School Press, chapter 1, pp. 1-15 , chapter 3, pp. 25-53,

chapter 7, pp. 99-111, chapter 11, pp. 161-181 ( 83 pages) - Students are advised to

purchase this publication

Preparation prior to seminar:

Participants are expected to:

Read the relevant seminar literature in literature list.

Most Admired Leaders session: Select a leader whom you strongly admire—known

personally to you or not—and bring a picture (original or a copy) of your selected leader

to the first day of the Banff seminar, along with a short list of the qualities,

characteristics, and behaviours that make you admire this particular leader. You may

also bring a small text, spoken or written by your most admired leader - it doesn't have

to be a formal speech, it could be an excerpt from an interview, an email, a letter, a

piece of advice you remember being told, and it doesn't have to be long - five or six

sentences. You may select a famous leader, such as India’s Mahatma Gandhi, Burma’s

Aung Sang Suu Kyi, South Africa’s Nelson Mandela, Margrethe II of Denmark, a CEO or

leader of business, or, alternatively, you may select a family member or friend who has

strongly influenced you.

SEMINAR 2: Local ideas for global challenges // 6-9 Oct// Sophienberg

Slot, Rungsted, DK

Teaching Faculty:



http://www.sophienberg.dk/

http://www.sophienberg.dk/



Stine Haakonsson, Adjunct, CBS [email protected]

Mariana Mazzucato, Professor, University of Sussex, [email protected] (still to be

confirmed)

Special Guests:

Christian Bason, Director Mind Lab, www.mind-lab.dk

Purpose:

Creating and leading innovation involves re-imagining the world, but how do we approach

this? During this seminar, we will take a very broad approach to innovation and global

challenges. We will be addressing the global through the local and the participants will try to

seek their answers to global issues. We will work with innovation at different scales and

through different perspectives. The topics include both the public and the private sector,

both welfare states and the Global South.

The aim is to develop the participants’ competencies in relation to:

Understanding different geographies of innovation both in relation to spatial differences

and to the local-global dichotomy

Understanding innovation in different parts of the world and case of the pyramid (BoP)

approach to innovation

Analysing the role of the state and issues involved in making public sector innovation

Content:


The concept of the “BOP (Bottom of the Pyramid)” approach to innovation.

Literature:

Adler, N. J. (2007). Organizational Metaphysics. Global Wisdom and the Audacity of Hope, I:

Eric H. Kessler & James R. Bailey (2007) (eds.) Handbook of Organizational and Managerial

Wisdom. Thousand Oaks: Sage Publications, pp. 423-458 (36 pages) - Compendium



http://www.mind-lab.dk/

Adriansen, H. K. (2010). How Criticality Affects Students’ Creativity. C. Nygaard, N. Courtney

& C. Holtham: Teaching Creativity – Creativity in Teaching. Libri Publishing, pp. 65-84 (20


Altenburg, T.: Schmitz, H. and Stamm, A. (2008). Breakthrough? China’s and India’s

transition from production to innovation, World Development 36 (2): 325 – 344 (20 pages) –

Compendium

Bason, C. (2010). Leading public sector innovation: Co-creating for a better society. Bristol:

Policy Press. Introduction (pp. 1-20), Chapter 3 (pp.53-69) and Chapter 9 (pp. 173-211) (71


Bommert, B. (2010). Collaborative Innovation in the Public Sector. International public

management review, 11(1): 15-33 (18 pages)

Borrás, S. & Haakonsson, S. 2013. When globalization hits home. Mobilization effects in

national innovation networks. Working Paper in Business and Politics, CBS. No. 83

Boyer, N-A. (2004). Finding the Future: Why “Learning Journeys” Give An Adaptive Edge”,

pp. 1-13, Draft (13 pages) - Compendium

Chesbrough, H. (2006). Open Innovation: A New Paradigm for Understanding Industrial

Innovation, I: Chesbrough, H., Vanhaverbeke, W. & West, J. (Eds.) Open Innovation:

Researching a New Paradigm, Oxford University Press, chapter 1, pp. 1 –12 (12 pages) –

Compendium

Fenwick, Edwards, and Sawchuk (2011). Spatiality and temporality: understanding cultural

geography, I: Emerging approaches to educational research: Tracing the socio-material.

London: Routledge. pp. 129 – 147 (18 pages) – Compendium

Friedman, T. (2007). ―The World is flat 3.0. Presentation at MIT, Wong Auditorium, Located

November 28th 2007 on World Wide Web: http://video.mit.edu/watch/the-world-is-flat-30-

9321/

Haakonsson, S., Jensen, P. Ø. & Mudambi, S. (2012). A co-evolutionary perspective on the

drivers of international sourcing of pharmaceutical R&D to India. Journal of Economic

Geography, pp. 1-24 (24 pages) - Compendium

Kuemmerle, W. (1999). The Drivers of Foreign Direct Investment into Research and

Development: An Empirical Investigation. Journal of International Business Studies 30(1): 1-

24 (24 pages) – Compendium

Prahalad, C. K. & Hart, S. L. (2002). The Fortune at the Bottom of the Pyramid, Strategy +

Business, vol. 26 (1st Quarter), pp. 2-14. (13 pages) - Compendium

Rodrígez-Pose, A. and Crescenzi, R. (2008) Mountains in a flat world: why proximity still

matters for the location of economic activity. Cambridge Journal of Regions, Economy and

Society 1: 371-388 (18 pages) – Compendium

Webb, J.W. et al. (2009). The Entrepreneurship Process in Base of the Pyramid Markets: The

Case of Multinational Enterprise/Nongovernment Organization Alliances, E, T & P, Baylor

university, pp. 555-581 (27 pages) – Compendium




Participants are going to work with a few cases during the seminar and it would be

helpful if they familiarised themselves with the materials found on Blackboard before the

seminar.



SEMINAR 3: Leading the Customer Relationship // 12-15 Nov,

Højstrupgaard, Helsingør

Teaching Faculty:



Jacob Buur, Professor University of Southern Denmark, [email protected]

Special Guests:

Ole Qvist Sørensen, Visual Process Consultant, Bigger Picture, www.biggerpicture.dk

Purpose:

The seminar focuses on enabling participants to establish an overview of user-driven

approaches to innovation - by examining different ways of involving existing and future users

and customers in their organisation. Participants will practice designing the process for

energetic meetings and for bringing customers into meaningful relationships. Participants will

work with ways that he/she as a leader or facilitator can ensure grounding, presence, and

authenticity both within a group and within themselves.

Upon completion of this seminar the participant will be able to:

Demonstrate an overview of, and insight into, different approaches towards participatory

innovation and workplace learning (e.g. user-driven innovation, user-centred innovation,

and employee-driven innovation)

Design effective meeting sessions and conferences in order to improve relations and

fruitful interaction with users, customers, and colleagues

Practise, discuss and evaluate facilitation techniques and methods which can help the

participant as a leader/facilitator

Content:

Theories and approaches to user-driven innovation.

Methods for designing and facilitating different types of meetings.

http://www.hoejstrupgaard.dk/




http://www.biggerpicture.dk/

Literature:

Adriansen, H.K. & S. Krohn (2013). Eastern mindfulness for Western organisations: How,

when and why?, Under review - Compendium

Bens, I. (2006). Facilitating to lead! Leadership strategies for a networked world”. San

Francisco: Jossey-Bass. Chapter 1: pp. 1 – 33 (33 pages) - Compendium

Brown, J. with Isaacs, D. (2005). The World Café. Shaping Our Futures Through

Conversations That Matter, San Francisco: Berrett-Koehler Publishers, Inc., foreword by

Margaret Wheatley pp. viii –xiii, Chapters 1-2: pp. 1–41 (48 pages) - Compendium

Buur, J. (2012) The Role of Design in Business Model Innovation. Paper presented at 10º

Congresso Brasileiro de Pesquisa e Desenvolvimento em Design, São Luís (MA)

Buur, J. and Larsen, H. (2010). The Quality of Conversations in Participatory Innovation,

University of Southern Denmark: SPIRE Research Centre, Mads Clausen Institute (14 pages)

– Compendium

Buur, J. and Matthews, B. (2008). Participatory innovation. International Journal of

Innovation Management; vol. 12, nr. 3, pp. 255-273 (18 pages) - Compendium

Darsø, L. (2012). Innovation Competency–An Essential Organizational Asset. In S. Høyrup,

M. Bonnafous-Boucher, C. Hasse, M. Lotz & K. Møller (Eds.), Employee-Driven Innovation: A

New Approach London: Palgrave Macmillan, pp. 108-126. (18 pages) - Compendium

Eraut, M. (2004). Informal learning in the workplace. Studies in Continuing Education. Vol.

26, no. 2 pp. 247-273 (27 pages) - Compendium

Feldman, M. S. (2000). Organizational routines as a source of continuous change.

Organization Science, 11(6), 611-629. (18 pages) - Compendium

Ghais, S. (2005). Extreme Facilitation. Guiding Groups through Controversy and Compelxity.

San Francisco: Jossey-Bass. Introduction, Part one; chapter 1 and 2: pp. 1-46. (46 pages) –

Compendium

Høyrup, S. (2010). Employee-driven innovation and workplace learning: basic concepts,

approaches and themes. Transfer: European Review of Labour and Research, 16(2), 143-154

(11 pages) - Compendium

Morgan, M. et al. (2009). Has the Experience Economy Arrived? The Views of Destination

Managers in Three Visitor-dependent Areas, International Journal of Tourism Research 11,

pp. 201-216 (16 pages) – Compendium

Pine II, J. B. and Gilmore, J. H. (1999). The Experience Economy. Work Is Theatre & Every

Business a Stage. Harvard Business School Press, Boston, Massachusetts: pp. 1-25 (25

pages) – click here, and 163-183 (21 pages) - Compendium

Pine II, J. B. and Gilmore, J. H. (2007). Authenticity: What Consumers Really want, Harvard

Business School Press, Preface and chapter 1-2, pages xii-xiii, pp. 1-30, not compulsory:

Chapter 4, p. 45 -79 (79 pages) - Students are advised to purchase this publication

Ravn, I. (2007). The Learning Conference, Journal of European Industrial Training, vol. 31,

No. 3, 2007, pp. 212 – 222 (11 pages) - Compendium

Thomke, S. and Hippel, E. V. (2002). Customers as Innovators: A New way to Create Value.

Harvard Business Review, April 2002, pp. 74-81 (9 pages) - Compendium

Ullwick, A. W. (2002). How to turn customer input into innovation. Harvard Business Review:

91-97 (8 pages) - Compendium

http://edu.au.dk/fileadmin/edu/Uddannelse/Master/LAICS/Module_3/Seminar_3/M3S312.pdf

Vogt, E. E.; Brown, J. and Isaacs, D. (2003). The Art of Powerful Questions: Catalyzing

Insight, Innovation, and Action, California: Whole Systems Associates, p. 1 – 14 (14 pages)

– Compendium




All three groups begin preparing their facilitation sessions according to principles agreed

at seminar 2.

autumn 2014 leading innovation in a global environment

Documents