On completion of the course, the students will be able to:

1. explain perspectives of leadership and management of change,
2. explain approaches to the management of sustainable projects,

3. develop strategies for designing and managing change and innovation,
4. apply tools for innovation through effective management of sustainable projects,

5. assess the impact of sustainability on project management for change initiatives.
6. distinguish the responsibilities of CEOs and managers towards their employees, customers and communities in relation to change initiatives and project management

This course provides students an understanding of change leadership, sustainable project management and innovation. The course provides frameworks to create and stimulate transition and transformation in private enterprises and not-for-profit organizations. The course pays attention to the challenges of change management when coupled with project management and innovation. The content reflects the following aspects including:

• Approaches and tools for the design and management of change and sustainable projects
• Approaches and tools for innovation through management of projects oriented toward sustainability
• The leadership of change and transformation
• Perspectives on resistance to change
• Case analysis of change projects and project management for sustainability

Connection to Research and Practice
The course is based primarily on contemporary research on various topics related to change management, innovation, and project management for sustainability. Contemporary and important research publications including books and journal articles form the main component of the literature in the course. Through the analysis and application of the selected research materials, the students explore deeper into each topic and learn about the various issues and implications of change, innovation and project management from a theoretical as well as practical perspective.
Discussions in the classroom are always supported by presenting cases and examples from practice as well as research. Additionally, by engaging in the group based, project work which includes application oriented seminars or case studies or collaboration with enterprises.

Lectures, seminars, guest lectures, group projects, discussion.

The teaching is conducted in English.

General entry requirement and 30 credits in Business Administration or equivalent.

The course is graded A, B, C, D, E, FX or F.

Individual written assignments (ILOs: 1, 2, 3, 5, 6) representing 4,5 credits.
Group assignment (ILOs: 1, 2, 3, 4, 6) representing 3 credits.

Name of the Test	Value	Grading
Individual written assignments1	4.5 credits	A/B/C/D/E/FX/F
Group assignment2	3 credits	A/B/C/D/E/FX/F

¹ All parts of the compulsory examination in the course must be passed with a passing grade (A-E) before a final grade can be set. The final grade of the course is determined by the sum total of points for all parts of the examination in the course (0-100 points). Grade is set in accordance with JIBS grading policy.
² All parts of compulsory examination in the course must be passed with a passing grade (A-E) before a final grade can be set. The final grade of the course is determined by the sum total of points for all parts of examination in the course (0-100 points). Grade is set in accordance with JIBS grading policy.

It is the responsibility of the examiner to ensure that each course is evaluated. At the outset of the course, the programme evaluators in the course must be contacted. In the middle of the Itcourse, the examiner should meet the programme evaluators to identify strengths/weaknesses in the first half of the course.
At the end of the course, the examiner should remind students to fill in the survey. The examiner should also call a meeting with the programme evaluators to debrief the course, based on course evaluation data and comments. The next time the course runs, students should be informed of any measures taken to improve the course based on the previous course evaluations.

At the end of each study period, JIBS’ Director of Quality and Accreditation crafts a “Course Evaluation Quarter Report”, presenting the quantitative results from course evaluation surveys. The Associate Dean of Education, The Associate Deans of Faculty, Programme Directors, and JSA President and Quality receive the report.

Academic integrity
JIBS students are expected to maintain a strong academic integrity. This implies to behave within the boundaries of academic rules and expectations relating to all types of teaching and examination.

Copying someone else’s work is a particularly serious offence and can lead to disciplinary action. When you copy someone else’s work, you are plagiarising. You must not copy sections of work (such as paragraphs, diagrams, tables and words) from any other person, including another student or any other author. Cutting and pasting is a clear example of plagiarism. There is a workshop and online resources to assist you in not plagiarising called the Interactive Anti-Plagiarism Guide. Other forms of breaking academic integrity include (but are not limited to) adding your name to a project you did not work on (or allowing someone to add their name), cheating on an examination, helping other students to cheat and submitting other students work as your own, and using non-allowed electronic equipment during an examination. All of these make you liable to disciplinary action.

Schmidt, TD (2021) Strategic Project Management made Simple, Wiley.
Dunphy, Griffiths & Benn (2007) Organizational Change for Corporate Sustainability (2nd ed.), Routledge.

A list of articles will be supplied at the course introduction