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,
4. apply tools for the effective management of sustainable projects and change initiatives,

5. assess the impact of sustainability on project management and change initiatives.
6. distinguish the role of responsibility of CEOs and managers towards their employees, customers, and their communities in change processes, change initiatives, and project management.

This course provides students with an understanding of change leadership and sustainable project management. 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 for sustainability. The content reflects the following aspects:

• Approaches and tools for designing and managing change and sustainable projects.
• Approaches and tools for the 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 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 and project management from a theoretical as well as practical perspective. The course is core to MMTC where research on transformation and sustainability is being conducted. Discussions in the classroom are always supported by presenting cases and examples from practice as well as research. Additionally, the student engages in group project work which includes application oriented seminars or case studies, or collaboration with enterprises through problem-based learning for the development of their strategic management competence. The competence fosters the ability to collectively design projects stimulating sustainability transitions, adopting a long-term orientation and vision in the sustainability strategies of enterprises.

Lectures, seminars, guest lectures, group projects, discussion, and presentations at JIBS Business Studio.

The teaching is conducted in English.

General entry requirements and taken courses of 15 credits in Business Administration and/or Economics including the course The Sustainable Enterprise – Social and Ecological Perspectives, 7.5 credits (or the 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 and presentation (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 assignment and presentation1	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 to 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 course, 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.

A list of articles will be supplied at the course introduction.