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Organisational Entrepreneurship (30 May - 1 June, 2011)

Faculty
Professor Daniel Hjorth, Associate Professor Bent Meier Sørensen and Professor Chris Steyaert
Course Coordinator
Professor Daniel Hjorth
Prerequisite/progression of the course
Registered on compatible PhD-programme. In order to receive the course diploma, participants have to be present during the whole course period.
Aim of the course
The aim of this course is to problematise the emerging field of organizational entrepreneurship. Particular emphasis is placed on providing students with the analytical means to analyse and discuss entrepreneurship creation processes in context of organization via three process thematics: entrepreneurship as process; process as resistance/critique; process as embodiment/affect.
Course content, structure and teaching
The course covers the areas of entrepreneurship studies, critical management studies, art and management, governmentality studies, and process philosophy (processual approaches to organisation)
Learning Objectives
The course objective is to establish familiarity with contemporary research in the field of organizational entrepreneurship, and to develop a framework for analyzing the conditions for entrepreneurship in the context of organisation. Students will learn how to review and critique contributions to organizational entrepreneurship and its related fields of organizational creativity/innovation and corporate governance.
Additionally, the course will focus on the methodological challenges of studying, analyzing and writing on organizational entrepreneurship from a processual perspective.
Emphasis is placed on PhD-students’ development of a framework and perspective in which their separate research problem can be developed and made more precise.
The organisational entrepreneurship course takes as its context the recent developments towards a creative and experience-based economy. The general challenges of handling speed, flexibility and innovativeness that presently organises most companies’ agendas is one that pushed entrepreneurship into the main focus during the 1990s. For the post-industrial economy a central dilemma is how management – both its knowledge and its practice – that was developed for the industrial society can find a new role and function in companionship with organisational entrepreneurship. Management, the ‘visible hand’ of the industrial economy, seems often to squeeze out the creative potential from entrepreneurship as creation processes
Lecture plan
Time/period    Faculty    Title   
May 30, 2011           
10.00-10.20    By Ph.D.students and faculty    Introduction   
10.20-11.20    Daniel Hjorth & Chris Steyart    Opening: American Psycho / European Schizzo: Stories of Managerial Elites in a Hundred Images   
11.20-11.35    Coffee break       
11.35-12.30    Daniel Hjorth, Chris Steyaert and Bent Meier Sørensen    In response to openings: The grand themes of the course: process as empirically grounded in entreprenuership   
12.30-13.30    Lunch       
13.30–14.30    Chris Steyaert    Theme 1: Processual Entrepreneurship Studies    
14.30–15.00    Coffee Break       
15.00-16.00    Chris Steyaert and Daniel Hjorth    Enacting PhD projects: relating to theme 1. Discussion   
May 31, 2011           
10.00–10.15        Welcome to day 2: Theme 2: Process Thinking, Resistance, Critique   
10.15–11.15    Bent Meier Sørensen    Process and Critique   
11.15-12.15    Daniel Hjorth    Governmentality - problematising management   
12.15–13.15    Lunch       
13.15-14.00    Daniel Hjorth    Resistance / Affirmation   
14.00–14.45        Non-representational theory and process analysis   
14.45-15.00    Coffee break       
15.00-16.00    Chris Steyaert, Bent Meier Sørensen and Daniel Hjorth    Relating PhD projects to Theme 2   
June 1, 2011           
10.00-10.15        Welcome to day 3: Theme 3: Process as Emobidied Creativity: Affect; Aesthetic Sensibility   
10.15-11.15    Bent Meier Sørensen    Process, Organisation and Embodiment   
11.15-12.15    Bent Meier Sørensen    A philosophy of the event and entrepreneurshipLunch   
12.15–13.15    Lunch       
13.15-14.00    Chris Steyaert and Daniel Hjorth    Method: Image   
14.00–14.30    Chris Steyaert and Daniel Hjorth    Method: Symptomatology - preparing for Performance II   
14.30–14.40    Break       
14.40-15.20        Performance II: American Psycho   
15.20-15.35    Coffee break       
15.35-16.10    Chris Steyaert, Bent Meier Sørensen and Daniel Hjorth    The possible field of Organisational Entrepreneurship Studies   
Teaching methods
The form of the seminar is a combination of lectures, and discussions with the invited professors, who will join for several days of the course, creating a form of “summer-school”.
Course literature
    • Opening:
      • Hjorth, D. and Steyaert, C. (2006) “American Psycho – European Schizo: Stories of Managerial Elites in ‘hundred’ images”, in Gagliardi, P. and Czarniawska, B. (eds.) Management Education and Humanities. Cheltenham: Edward Elgar., pp. 67-97.
    • Theme 1:
      • Steyaert, C. (2007) “‘Entrepreneuring’ as a conceptual attractor? A review of process theories in 20 years of entrepreneurship studies. Entrepreneurship & Regional Development, 19(6): 453-477.
      • Weiskopf, R. and Steyaert, C. (2009) “Metamorphoses in entrepreneurship studies: towards an affirmative politics of entrepreneuring”, In: D. Hjorth and C. Steyaert (eds.), The Politics and Aesthetics of Entrepreneurship, Edward Elgar, Cheltenham, pp. 183-201.
    • Theme 2/morning:
      • du Gay, P. (1994) “Making up Managers: Bureaucracy, Enterprise and the Liberal Art of Separation”, British Journal of Sociology, 45(4): 655-674.
      • Parker, M. (1995) “Critique in the Name of What? Postmodernism and Critical Approaches to Organization”, Organization Studies, 16(4): 553-564
      • Foucault, M. (1991) “Governmentality”, in Burchell, Gordon, Miller (Eds) The Foucault Effect – Studies in Governmentality, Chicago: The University of Chicago Press, pp. 87-104.
    • Theme 2/afternoon:
      • Hjorth, D. and Pelzer, P. (2007) “The Fate of Phaeton: Baroque Art for Management’s Sake?”, Organization, 14(6): pp. 869-886.
      • Hjorth, D. (2005) “Organizational Entrepreneurship: with de Certeau on Creating Heterotopias (or spaces for play)”, Journal of Management Inquiry, 14, No. 4, 386-398.
      • Lohmann, P. and Steyaert, C. (2006) “In the meantime: Vitalism and metamorphosis in organizational change”, In: M. Fuglsang and B.M. Sörensen (eds), Deleuze and the Social. Edinburg, Edinburgh University Press, pp. 77-95.
      • Beyes, T. and Steyaert, C. (2011) “Spacing organization: Non-representational theory and performing organizational space”, Organization, forthcoming.
    • Theme 3/morning
      • Sørensen, Bent Meier (2006) “Identity Sniping: Innovation, Imagination and the Body” in Creativity and Innovation Management, 15(2).
      • Sørensen, Bent Meier (2010) St.Paul’s conversion: The aesthetic organization of labour.” Organization Studies, 31, 3, 307-326.
    • Theme 3/afternoon
      • Deleuze, G. (1997) Literature and life. Critical Inquiry, 23, 1, 225-230.
    Hjorth, D. and Steyaert, C. (2006) “American Psycho – European Schizo: Stories of Managerial Elites in ‘hundred’ images”, in Gagliardi, P. and Czarniawska, B. (eds.) Management Education and Humanities. Cheltenham: Edward Elgar., pp. 67-97
Recommended literature
    • Austin, R. and Devin, L. (2003) Artful Making: What Managers Need to Know About how Artists Work. New Jersey: Finasncial Times Prentice Hall
    • Hjorth, D. 2003 Rewriting Entrepreneurship – For a New Perspective on Organisational Creativity, Copenhagen/Malmö/Oslo: CBS Press/Liber/Abstrakt [purchase via paula@hybrid-state.com]
    • Jones, C. and Spicer, A. (2010) Unmasking the Entrepreneur. Cheltenham: Edward Elgar.
    • Hjorth, D. and Steyaert, C. (2009) (eds.), The Politics and Aesthetics of Entrepreneurship, Cheltenham: Edward Elgar.
Enrolment
Please send your application to jsi.lpf@cbs.dk no later than April 30, 2011.

Last updated by Anje Schmidt 08/03/2011