The digital economy is reshaping the way we do business. This happens despite the downturn in the New Economy and the melting down of dot com companies in 2000/2001. The convergence of information and communication technologies is leading to massive transformation of our economy. This transforms the organization as radically as telephone, railroads and airline travel transformed the economy in the past. The ongoing creations of the new electronic infrastructure affect industry structures and individual organizations. Consequently, future managers need to understand how to integrate ICT with innovative forms of organizing to develop effective e-business strategies.

This course provides an understanding of the applications, base line technologies, changing skill sets, new business concepts and above all new business tactics/strategies that organizations need to master in order to manage and lead their e-business initiatives. This course explores the Internet and related technologies including portals/search engines, electronic payment systems, EDI, security, knowledge management technologies and the like. The focus is on how organizations can exploit and have exploited Internet and related technologies as a means to effectively reshape and (re-)direct their business strategy. We will examine business cases where firms have developed e-business based solutions, and we will look at new information products and services, such as electronic shopping and publishing, one-to- one marketing, electronic distribution, e-media, e-markets, business-to- business integration, and net-enabled transactions. We will emphasize the need to understand the ways we can integrate novel technological solutions in

business.The digital economy is reshaping the way we do business. This happens despite the

downturn in the New Economy and the melting down of dot com companies in

2000/2001. The convergence of information and communication technologies is

leading to massive transformation of our economy. This transforms the organization

as radically as telephone, railroads and airline travel transformed the economy in the

past. The ongoing creations of the new electronic infrastructure affect industry

structures and individual organizations. Consequently, future managers need to

understand how to integrate ICT with innovative forms of organizing to develop

effective e-business strategies.

This course provides an understanding of the applications, base line technologies,

changing skill sets, new business concepts and above all new business

tactics/strategies that organizations need to master in order to manage and lead their

Students are required to read the assigned readings before each session.

 

Textbook: 620 pp. Articles: 165 pp. Total: 785 pp.

Dave Chaffey (2011). E-business and E-commerce management, Prentice Hall, Fifth Edition (ISBN 978-0-273-75201-1).
 

Andersen, K. V., Björn-Andersen, N., & Dedrick, J. (2003). Governance initiatives creating a demand-driven e-commerce approach: the case of Denmark. The Information Society, 19(1), 95-105.
 

Birkinshaw, J. And Goddard, J. (2009). What Is Your Management Model?, MIT

Sloan Management Review, Winter, Vol 50:2, pp. 81- 90.
 

Danneels, E. (2004). Disruptive Technology Reconsidered: A Critique and Research Agenda. Journal of Product Innovation Management, 246-258.
 

Hedman, J., & Kalling, T. (2003). The business model concept: theoretical

underpinnings and empirical illustrations. European Journal of Information Systems, 12(1), 49–59.

Hoffman, D. and M. Fodor (2010). Can You Measure the ROI of Your Social Media Marketing? Massachusetts Institute of Technology (MIT) Sloan Management Review, 41-49.Porter, M. E. (2001). Strategy and the Internet. Harvard business review, 79(3).

O’Reilly, T. (2007). What is Web 2.0: Design patterns and business models for the next generation of software. Communication & Strategies, (65), 17-28.

Porter, M. E. (2001). Strategy and the Internet. Harvard business review, 79(3).

Rappa, M. A. (2004). The utility business model and the future of computing services. IBM Systems Journal, 43(1), 32-42.

Shapiro, C., & Varian, H. R. (1999). The art of standards wars. California Management Review, 41(2), 8-32.

Weill, P., Subramani, M., & Broadbent, M. (2002). IT Infrastructure for Strategic Agility, MIT Sloan School of Management Working Paper No. 4235-02.

Wilson, J. H., Guinan, P. J., Parise, S., & Weinberg, B. D. (2011). What’s Your Social Media Strategy? Harvard Business Review, 23–25.

next generation of software. Communication & Strategies, (65), 17-28.Students are required to read the assigned readings before each session.

Textbook: 620 pp. Articles: 165 pp. Total: 785 pp.

Dave Chaffey (2011). E-business and E-commerce management, Prentice Hall, Fifth

Edition (ISBN 978-0-273-75201-1).

Andersen, K. V., Björn-Andersen, N., & Dedrick, J. (2003). Governance initiatives

creating a demand-driven e-commerce approach: the case of Denmark. The

Information Society, 19(1), 95-105.

Birkinshaw, J. And Goddard, J. (2009). What Is Your Management Model?, MIT

Sloan Management Review, Winter, Vol 50:2, pp. 81- 90.

Danneels, E. (2004). Disruptive Technology Reconsidered: A Critique and Research

Agenda. Journal of Product Innovation Management, 246-258.

Hedman, J., & Kalling, T. (2003). The business model concept: theoretical

underpinnings and empirical illustrations. European Journal of Information Systems,

12(1), 49–59.

Hoffman, D. and M. Fodor (2010). Can You Measure the ROI of Your Social Media

Marketing? Massachusetts Institute of Technology (MIT) Sloan Management

Review, 41-49.

O’Reilly, T. (2007). What is Web 2.0: Design patterns and business models for the

next generation of software. Communication & Strategies, (65), 17-28.