BU.350.710.xx – Strategic Information Systems – Instructor’s Name – Page 1 of 7

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Strategic Information Systems
2 Credits
BU.350.710.xx
Class Day/Time & Start/End date
Semester
Class Location

Instructor

Full Name

Contact Information

Phone Number: (###)###-####

E-mail Address:

Office Hours

Day/s Times

Required Text and Learning Materials:

Strategic Management and Business. By Wheelan and Hunger Policy, Prentice Hall. 12th Edition

ISBN: 9780136097369 (Please note: the latest edition of the textbook will be adopted if there is one available. Please check out our online bookstore for most updated textbook information As of 12/19/2011, the latest version is 13th edition. ISBN: 9780136097358)

Journal Articles, Cases, and Book Chapters provided by the instructor.

Recommended Readings

Strategy and the Business Landscape, 3rd Ed. Pankaj Ghemawat, Prentice Hall. 2010.

The Age of Innovation. By C.K. Prahalad and Krishnan. McGraw Hill, 2008.

Competing for the Future. Gary Hamel and C.K. Prahalad, Harvard Business Press.

Value Capturing:

Brown, Shona and Eisnehardt, Kathleen, 1997, “The Art of Continuous Change: Linking Complexity Theory and Time-paced Evolution in Relentlessly Shifting Organizations.”Administrative Science Quarterly, pp 42: 1-34

Handersua, Rebecca and Clark, Kim, 1990, “Architectural Innovation: The Reconfiguration of Existing Product Technologies and Failure of Established Firms.” Administrative Science Quarterly 35: pp 9-30.

Arthur, Brian, 1996, ”Increasing Returns and the New World of Business.” HBR, July-August, pp 100-109.

Shapiro, Carl and Hal Varian, 1999, “The Art of Standards War.” California Management Review (2): 8-32.

Eisenhardt, Kathleen and Brown, Shona, 1998, “Time-pacing: Competing in Markets that won’t stand still.” HBR, March-April pp 59-69.

Repenning, Nelson Sterman, John, 2001, “Nobody Ever Gets for Fixing Problems that never Happened.” California Management Review, 43(4): 64-88.

Eisenhardt, Kathleen and Sull, Don, 2001, “Strategy as Simple Rules.” HBR, Jan-Feb, pp 107-116.

Value Creation:

Utterback, James, “Invasion of Stable Bases by Radical Innovation,” Chapter 7 in Mastering the Dynamics of Innovation. Harvard Business School Press, 1994, pp 145-166.

McGahan, Anita, 2004, “How Industries Change.” HBR, October, 87-94.

Chirstensen Clayton, How can great firms fail: Insights from Hard-disk Industry, Chapter 1, in the Innovators Dilemma. Harvard Business School Press, 1997, pp 3-28

Tushman, Michael & Smith, Wandy, “Organizational ATechnology,” Chapter 17 in J. Baum (ed), Companion to Organizations. Blackwell, 2001, pp 386-414.

Eisenhardt, Kathleen & Galunic, Charles, 2001, “Coevolving: At Last, a`way to make synergies work.” HBR Jan-Feb, pp 91-101.

Value Delivery:

Eisnehardt, Kathleen, (1989), “Making Fast Strategic Decisions in High-velocity Environment.” Academy of Management Journal, 32(3):543-576.

Eisnehardt, Kathleen, Kehwajy, Jean and Bougeois III, L.J., 1997, “How Management Team can Have a` Good Fight.” HBR, Jul-Aug. pp 77-85.

Hamel, Gary, Doz Yves, Prahalad, C.K. (1989), “Collaborate with your Competitors and Win,” HBR, Jan-Feb. pp 133-139.

Brandenburg, Adam and Nalebuff, Barry, Co-opetition, Chater 2 and Added Value in Chapter 5 both are in Co-opetition, NY, Doubleday, 1996, pp 3-39 and pp 110-158.

Strategic Thinking:

Brandenburger, Adam, and Nalebuff, Bary, 1995, “The Right Game: Use Game Theory to Shape Strategy” HBR, July-August 1995.

The Art of Strategy: A Game Theorist's Guide to Success in Business and Life by Avinash K. Dixit and Barry J. Nalebuff (Hardcover - Jul 7, 2008).

Competing in a Flat World: Building Enterprises for a Borderless World by Victor K. Fung, William K. Fung, and Yoram (Jerry) Wind (Hardcover - Sep 22, 2007).

Other Recommended Resources:

  • Information Rules. Carl Shapiro and Hall R. Varian, Harvard Business Press, 1999.
  • Is the World Flat or Spiky? Information Intensity and Global Service Disaggregation. Sunil Mithas and Jonathan Whitker. Information Systems Research, September 2007.
  • Getting Offshore Right. R. Aron and J.V. Singh. Harvard Business Review. December 2005.
  • How to implement a new strategy without disrupting your organization. Harvard Business Review, Robert Kaplan and D Norton. March 2006.
  • Information Technology and the Board of DirectorsRichard Nolan and F.Warren McFarlan. Harvard Business Review. October 2005.
  • Strategic Innovation and Science of Learning, MIT Sloan Management Review, Winter, 2004, Vol. 45, No. 2.
  • The Power of Strategic Integration. MIT Solan Management Review, Spring 2001.
  • Dynamic View of Strategy. MIT Sloan Management Review. Spring, 1999.
  • The Fruitful Flaws of Strategy Metaphors, Harvard Business Review, September 2003.
  • The Dynamic Synchronization of Strategy and Information Technology. MIT Sloan Management Review. Summer 2002.

Blackboard Site

A Blackboard course site is set up for this course. Each student is expected to check the site throughout the semester as Blackboard will be the primary venue for outside classroom communications between the instructors and the students. Students can access the course site at Support for Blackboard is available at 1-866-669-6138.

Course Evaluation

As a research and learning community, the Carey Business School is committed to continuous improvement. The faculty strongly encourages students to provide complete and honest feedback for this course. Please take this activity seriously because we depend on your feedback to help us improve so you and your colleagues will benefit. Information on how to complete the evaluation will be provided towards the end of the course.

Disability Services

Johns Hopkins University and the Carey Business School are committed to making all academic programs, support services, and facilities accessible. To determine eligibility for accommodations, please contact the Carey Disability Services Office at time of admission and allow at least four weeks prior to the beginning of the first class meeting. Students should contact Rachel Hall in the Disability Services office by phone at 410-234-9243, by fax at 443-529-1552, or email: .

Important Academic Policies and Services

  • Honor Code
  • Statement of Diversity and Inclusion
  • Tutoring
  • Carey Writing Center
  • Inclement Weather Policy

Students are strongly encouraged to consult the Johns Hopkins Carey Business School Student Handbook and Academic Catalog and the School website detailed information regarding the above items.

Course Description

This course covers the use of Information System (IS) and Information Technology (IT) in the strategic management process in business organizations. Topics include the impact of IS/IT on organizational structure, generic strategy models, and the managerial, operational, and strategic implications of information and communication technology in the global context.

Prerequisite Courses/Learning

Understanding of information technology and business operations and management.

Course Overview

This course will enable the students to have in-depth insights into the analysis, formulation, and implementation of strategic plans for information systems and technologies in business units and organizations. The course will enable the students to apply the tools, models, approaches, concepts, theories, and methodologies to their own practical and real world professional projects.

Specifically, the student will be able to:

  1. Practice and understand strategic thinking
  2. Define and analyze internal and external environments and Dynamics that are shaping the future.
  3. Become proficient technology strategist develop Strategic Plans for IT Based Business Units.

The goal of the course is to provide students with a fundamental understanding of the concepts, tools, approaches, theories, and methodologies involved in analyzing, planning, implementing, and managinginformation systems and technology strategies in organizations. The course will prepare students to approach the information systems’ strategieswith a strategic mindset, variety of concepts and modelsthat are both quantitative and qualitative in nature, so that as working professionals, they can be successful in taking on leadership roles analyzing, developing, executing, and managing information systems’ strategies.

Student Learning Objectives for This Course

All Carey graduates are expected to demonstrate competence on four Learning Goals, operationalized in eight Learning Objectives. These learning goals and objectives are supported by the courses Carey offers. For a complete list of Carey learning goals and objectives, please refer to the website

The learning objectives for this course are:

  1. You should be able to analyze, develop, implement, and manage strategies for information systems and technology in an organization
  2. You should be able to think strategically, incorporate multiple perspectives, including financial success and ethical leadership, in formulating a strategy for information systems and technologies
  3. You should be able to perform quantitative and qualitative assessments of the environments and ecosystems surrounding a given strategy should be planned, implemented, and managed
  4. You should be able to perform quantitative and qualitative cost-benefit and risk analysis analyses
  5. You should be effective in the written communication of the content of strategy studies
  6. You should be able to participate effectively as a member of a team to review, study, analyze, and develop strategies for information systems and technology

Attendance Policy

Your attendance and Active Participation and Group Discussions are expected for all classes. Missing a class is highly discouraged, in case of emergency of missing a session, please notify me in advance. In case of absence, make arrangements to get the notes and handouts from me.

Assignments

Assignment Details

Class Participation

You are responsible for all material covered in outside reading assignments, class sessions, and writing assignments. You are expected to attend class sessions and actively participate in various group and individual exercises during the class sessions in addition to performing reading and writing assignments outside class. You should complete and turn in to the instructor one copy of written products during the assigned class sessions (See schedule for exact dates).

You are responsible for information presented and exercises conducted in class, as well as, material in the text. In case of absence, make arrangements to get the notes and handouts from me All assignments are due on dates assigned unless otherwise previously arranged with the instructor.

Requirements:

1. Relating Strategic Planning and Change Management to a Practical Organizational and Social-ethical issue:

Each week write a short essay (one to two pages) discussing your individual views regarding what did you learn from the course material covered in the class and how would you would relate andapply course materials to a real life project in your professions or in your life. Then you may share your ideas and experience with your classmate’s in-group discussions. This should enable you how to become a good team member by sharing ideas and helping others to understand your findings. You will also know how to apply them to your real life and professional world.

2. Library and Databank Search:

Each week you will search a related research material from multiple resources (Library Web, or Databanks) critique and discuss it in-group discussions in the classroom. This will enable you to develop creative capacity and skills to express yourself; learn how to find and use resources for answering questions or solving problems. It will also improve your intellectual abilities, writing and communications skills; and acquiring skills in working with others as members of the team.

3. Case Studies & Group Discussions

Each student will be required to work with a team to complete a case study work. The purpose of this work is to provide students with an academic, first-class experience in Strategic Planning. You will compile a notebook of all work completed, including any pertinent material used in the project. This will help you to improve your hands on skills such as research and case studies, or real life activities.

4. Research Project (or Study): This will also help you learn how to learn to do a real world Technology Strategic Planning.

Each student will be required to complete a research project on a topic selected from the list of suggested topics and provided a detailed analysis and report regarding his/her research .

Midterm Exam: There will a closed book midterm exam.

Final Exam: The final exam will be a comprehensive closed-book exam comprising all topics discussed in class.

Evaluation and Grading

Activity / Overall Criteria / Weight
Relating Strategic Planning for IS Course Topics to Real life (Professional Situations/Projects) and Group Discussions. / What did / did not learn; what did you expect to learn. Your expectations met/ are not met. How you will use them in your real life. You recommendations. / 5%
Research Project / Originality, focus, logic, organization, clarity, style, use of visuals, quality. References. / 45%
Mid-Term Exam / Clear and concise responses.
Correct format, clarity, sound analysis, logic, writing style. / 20%
Final Exam (Comprehensive) / Clear and concise responses.
Correct format, clarity, sound analysis, logic, writing style. / 30%

Important notes about grading policy:

The grade for good performance in a course will be a B+/B. The grade of A- will only be awarded for excellent performance. The grade of A will be reserved for those who demonstrate extraordinarily excellent performance. *The grades of D+, D, and D- are not awarded at the graduate level. Grade appeals will ONLY be considered in the case of a documented clerical error.

Course Topics
1. Overview of Strategy its history meanings, elements, and management processes

  1. Strategic Thinking
  1. Mapping the Business and Information Technology Landscapes-Internal and External Environments and Industry (Sector/Field) Analyses
  2. External Strategic Factors (Issue Priority Matrix)
  3. Competitive Forces Driving Competition
  4. Industry Evolution
  5. Impacts of Technological Discontinuity on Strategy
  1. Strategy Formulation-Situation Analysis and Business, Information and Telecom Technology Strategy
  2. Generic Competitive Information Systems-Technology Strategies
  3. Portfolio Analysis
  1. Capturing, Creating and Delivering Values in Information and Communication Technology (ICT) Industry
  2. Strategic Thinking, Anticipating Competitive Dynamics
  3. Simple and Dynamic Games
  4. Scenario Developments and Analysis
  5. Resilient Strategies
  1. Strategy Implementation- Developing Programs, Budgets and Procedures
  2. Change Matrix
  3. Emerging Researches, Readings and Studies on Strategy
  4. Strategy Architecture
  5. Strategy Crafting
  6. Contemporary issues

Tentative Course Calendar**The instructors reserve the right to alter course content and/or adjust the pace to accommodate class progress.

Week / Content / Activities
1 / Basic Concepts of Strategic Management
And Change Management / Introduction N/A
Class Notes and Handouts
Chapters 1
2 / Environmental Scanning
Scanning / Chapters 3 and 4
Class Notes and Handouts
Case study 5: Singapore Telecom
Exercises: Chapter 1
3 / Environmental Scanning and Strategy Formulation / Chapter 5 and 6
Class Notes and Handouts
Case study 6: Hewlett-Packard Company in Vietnam
Exercises: Chapters 3 and 4
4 / Mid-Term Exam / 7.2, 7.3, and 8.3
Q/A Class Notes and Handouts
5 / Strategy Formulation / Chapters 9
Class Notes and Handouts
Exercises: Chapters 5 and 6
6 / Strategy Implementation and Control
Strategic Issues in Technology and Innovation / Case Study 12: Apple Computer Inc
Class Notes and Handouts
Exercises: Chapter 11
7 / Advanced Topics in Strategy
8 / Q/A and Research Topics
Final Exam

General Communications Criteria

A primary skill required by workers and managers in the Information Age is the ability to communicate effectively, in both individual presentations and group discussions. I will attempt to facilitate this and will evaluate your participation, presentations, and reports accordingly.

You should ask yourself the following questions while preparing your oral or written assignments:

  • Have I understood the problem’s statement, its objective(s), and constraints?

What do I need to know?

  • Do I understand the nature of the problem (situation)?

Is this a wicked problem (situation)? If so, why is it?

  • Are there differences in opinions in defining, understanding its boundaries, objectives, and solving it?
  • What are its non-linear root causes?
  • What are the dynamics that are shaping the situation?

What am I missing to start my strategy development process?

Do I know how / where to start solving the problem?

Do I know where to obtain the right information?

Did I organize the information logically?

Have I stated the facts clearly, completely, and succinctly?

  • Is my environmental, dynamics analysis, and strategy formulation, sound?
  • Will my recommended alternative or chosen intervention be appropriate and effective for the situation being faced by the organization?
  • Is my information and analysis presented persuasively?
  • Will someone else be able to use the results to continue with their next tasks?

An Incomplete will be given only for special circumstances. If an Incomplete is needed, you must submit a written request to the instructor PRIOR to the last class.
Copyright Statement
Unless explicitly allowed by the instructor, course materials, class discussions, and examinations are created for and expected to be used by class participants only. The recording and rebroadcasting of such material, by any means, is forbidden. Violations are subject to sanctions under the Honor Code.