Mid-Term Exam Review for MBUS626

Fall 2017 Dr. Chen

Chapters: chapters Introduction, 1, 2,3 and 4and all powerpoints posted on the Bb.

Case studies: All cases up to mid-term exam.

Total possible points (160-170 points)

PART I. Multiple-Choice Questions (70-90points)

1. 30-35 Multiple Choice Questions (from Main text)

2. 10-15 Multiple Choice Questions (Based on IT Seminar)

PART II. Essays (80-100 points)

3-4 Essays: from chapters 1 thru 4, lectures and case studies

  1. SDLC (What and Why?)
  2. Virtual organization: definitions, characteristics and others
  3. IS/IT Triangle Strategy
  4. Business and Revenue Models, Porter’s Model and Generic Strategy; D-Aveni’s Disruption (Hype-competitive) model
  5. Three essentials for a successful enterprise
  6. Value-Chain and Value Systems
  7. Organizational Design: managerial lever model; its challenge and role of IT
  8. Extra lecture(s) (e.g., Strategic IT Resources, Four Action Framework – Blue Ocean Strategy) with a business example using one of the models listed above
  9. Strategic Advantage and Potential Risks of using IS/IT
  10. What is the “Free Advantage” (also known “The Future of a Radical Price”) and how is it related to Network Effect? (“PlentyofFish” case)
  11. TAM: What is it and the purposes of learning it? What are the two important attributes?
  12. Analyze a mini case using one of the model/strategy learned from the class
  13. Review all cases

In general, you should study and prepare for accomplishing the following tasks:

  1. Identify issues of business strategy, organizational design, and information technology strategy present in the case.
  2. Identify appropriate framework/model to assess the case.
  3. Identify issues related to fundamental elements of IS/IT projects.
  4. Estimate the risk/complexity level of an IS/IT project.

Evaluate effectiveness of techniques and tools used by the subject company.

Potential Risks

There are many potential risks that a firm faces when attempting to use IT to outpace their competition.

  1. Awakening a sleeping giant – a large competitor with deeper pockets may be nudged into implementing IS with even better features
  2. Demonstrating bad timing– sometimes customers are not ready to use the technology designed to gain strategic advantage
  3. Implementing IS poorly – information systems that fail because they are poorly implemented
  4. Failing to deliver what users want – systems that don’t meet the firm’s target market likely to fail
  5. Web-based alternative removes advantages– consider risk of losing any advantage obtained by an information resource that later becomes available as a service on the web
  6. Running afoul of the law – Using IS strategically may promote litigation