B1815 - CHANGE MANAGEMENT IN THE SERVICE INDUSTRY

Learning outcomes

At the end of this course students get key scientific knowledge on organizational change and apply it to dissecting challenges in the service industry with particular reference to digital transformation and sustainability, as well as to developing tools for promoting strategic change in service organizations. In particular, the course sheds light on the managerial practices and techniques to identify change opportunities, evaluate, promote, and implement change within service organizations, as well to mobilize employee and team commitment to change process.

Course contents

The course examines organizational change and digital transformation in contemporary service organizations. Topics include the foundations of change management, organizational models and systems thinking, organizational culture and cultural change, digital technologies and platformization, social media and digital communication, online identity and relationships, digital inequalities, algorithmic governance, surveillance, and the impact of digital platforms on organizations and society. Particular attention is devoted to the challenges of managing change in service industries and to the social, cultural, and technological dynamics shaping contemporary organizational environments.

Readings/Bibliography

Lecture slides and teaching materials provided by the instructor will be made available through the online learning platform.

Additional academic articles, case studies and reports will be indicated during the course and made available through the online learning platform

Recommended readings

Kotter, J. P. (2012). Leading Change. Harvard Business Review Press.

Weick, K. E. (1995). Sensemaking in Organizations. Sage.

Van Dijck, J., Poell, T., & De Waal, M. (2018). The Platform Society: Public Values in a Connective World. Oxford University Press.

Couldry, N., & Mejias, U. A. (2019). The Costs of Connection: How Data Is Colonizing Human Life and Appropriating It for Capitalism. Stanford University Press.

Teaching methods

Teaching activities are based on lectures supported by slides, videos and discussion of real-world cases. Case study analysis is used to encourage the application of theoretical concepts to practical organizational situations, fostering critical thinking, problem-solving skills and active student participation. Teaching materials will be made available through the online learning platform.

Assessment methods

Mark range:

• 18-19: knowledge of a very limited number of topics covered in the course and analytical skills that emerge only with the help of the teacher, expressed in an overall correct language;
• 20-24: knowledge of a limited number of topics covered in the course and ability to autonomous analysis only on purely executive matters, expression in correct language;
• 25-29: good knowledge of a large number of topics covered in the course, ability to make independent choices of critical analysis, mastery of specific terminology;
• 30-30 cum laude: excellent knowledge of the topics covered in the course, ability to make autonomous choices of critical analysis and connection, full mastery of specific terminology and ability to argue and self-reflection.

Teaching tools

Teaching tools include lecture slides, video materials, case studies, academic articles and other supporting resources made available through the online learning platform. These materials are designed to facilitate students’ understanding of theoretical concepts and their application to real organizational and digital transformation contexts.

Office hours

See the website of Serena Di Sisto