Aims and objectives

An important theoretical point of departure for this doctoral course is the importance of cognition – how we individually, but also collectively/”socially”, think and act. During the course, we focus this perspective on the ongoing interplay between management, organisation and ICT. The way we think, and the tools we are using to support our thinking, is important for how we perceive, define, analyse and act in many organisational situations. It is therefore, also common to compare ICT with the microscope and telescope. From a cognitive view on management we will discuss some central concepts, for example, decision making, sense making and knowledge creation.  

Our thinking in, and about, organisations is closely related to the need and use of information. For example, we often assume that we need information for decision-making; we often see information as important for organisational coordination and access to information is often central for individual and collective motivation.

Traditionally our understanding of information follows a tradition from Norbert Wiener (Cybernetics) and Claude Shannon (Communication theory). Important concepts related to this view are, for example, signal, noise and feedback.  What this well-established tradition lacks is an interest in the meaning, an interpretation, of information. It is also less oriented towards what action we can get from this information.