Syllabus

LEARNING OUTCOMES

Credits: 3

Schedule: 10.08.2021 - 31.08.2021

Teacher in charge (applies in this implementation): Olli-Jaakko Kupiainen, Mia Leppälä

Contact information for the course (valid 19.07.2021-21.12.2112):

Course instructors:
Olli Kupiainen (Industrial Engineering and Management) and Mia Leppälä (International Business) at Aalto University,

Emails: olli.kupiainen@aalto.fi and mia.leppala@aalto.fi

CEFR level (applies in this implementation):

Language of instruction and studies (applies in this implementation):

CONTENT, ASSESSMENT AND WORKLOAD

Content

• Applies in this implementation:

  Overall description: Using social media platforms has become increasingly common for

  interaction/communication and collaboration in organizations. The latest societal changes have

  supported the use of platforms at workplaces, but consequences may have unintended. The

  course aims to give the readiness to evaluate the use of ESM in product development,

  organizational changes, and leadership. We will base our active discussions on research literature

  and practice. The course requires active participation (i.e., contribution to the conversation and

  engaged listening) because we believe in collective learning through interaction. Each class has a

  mandatory pre-reading and a short exercise.

Assessment Methods and Criteria

• Applies in this implementation:

  Individual pre-assignments and group assignment evaluation

  Collective
  learning in the course relies on active discussions based on research
  literature and practices. To have a foundation for the interaction in the class,
  there will be a short mandatory pre-assignment based on the core text(s)
  for each class. We have four short assignments, one for each class. Each
  assignment counts ten percent of the final grade, and thus, individual
  assignments counts 40 percent of the final grade.
  

  The core
  readings of the course will be read during the course.  You are required to read one or two research
  article(s) or book chapter for each class. We will give feedback on each
  assignment, so that you can develop your writing throughout the course.

  Based on the
  class’ core readings, you will write a short pre-assignment before the class.
  The assignment has to be submitted to MyCourses by 16.00 on the day of the
  class.  In the assignment you will write
  a short analysis of the core readings. The assignment should not exceed 600
  words (excluding title and references).  The ideal analysis contains three sections:
  (1) what the article/book chapter is about; (2) what is/are the strength(s) of
  the article/book chapters and why; and (3) what is/are the weakness(es)
  of the article/book chapters and why.

  Additionally, we will have a group assignment for the course. This course assignment can be, for example, an extended essay, a development plan for an organization, or a speculative essay of the future of ESM in the organizations. The final assignment counts for 60 percent of the final grade. The length of the final assignment is 10-15 pages (excluding title page and references). The font size is 12 with Times New Roman, and the line spacing is 1,5.

  The criteria for each grade are given more in detail in the Evaluation guidelines document that you will find in the folder "Course Information".

  
  

   

  
  

Workload

• Applies in this implementation:

  We will have four meetings. Each meeting is 2x45 minutes. Therefore, the total time required for participation is six hours.

  Reading and completing a pre-class assignment for each class is estimated to take 7,5 hours, and

  a total time is 30 hours. The course assignment takes approximately 30 hours.

DETAILS

Study Material

• Applies in this implementation:

  Core readings
  Leonardi, P. M., Huysman, M., &Steinfield, C. (2013). Enterprise social media: Definition, history, and prospects for the study of social technologies in organizations. Journal of Computer-Mediated Communication, 19,1-19.
  
  Chen, X., & Wei, S. (2019).Enterprise social media use overload: A curvilinear relationship. Journal of Information Technology, 34,22-38.
  
  Leonardi, P. M., & Neeley, T. (2017). What managers need to know about social media tools: Harvard Business Review, 95,118-126.
  
  Morton, J. Wilson, A. D., & Cooke, L. (2020). The digital work of strategists: Using open strategy for organizational transformation. The Journal of Strategic Information Systems, 29.
  
  Rottner, R., Bovenberg, D., & Leonardi. P. M. (2019). Social media in open strategy: A five-flows model of strategy making and enactment. In D. Seidl, G. von Krogh & R. Whittington(Eds.),Cambridge Handbook of Open Strategy(pp. 186-204). Cambridge: Cambridge UniversityPress

FURTHER INFORMATION

Details on the schedule

• Applies in this implementation:

  Course schedule and time allocation: The course will be held in August 2021 on Zoom.

  Dates: August 10, 17, 24, and 31.

  Time: 16.30 – 17.45.

Description

Registration and further information