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MODULE HANDBOOK
Semester 2/3, 2016/17
Department of
Management & Leadership
This module aims to provide students with an understanding of e-business and its
practical application in a range of different organizations. The specific aims of this
module are to:
LEARNING OUTCOMES
INTELLECTUAL QUALITIES
PROFESSIONAL/PRACTICAL SKILLS
P1 Apply concepts and models underlying e-business to the real world through
class discussions, web exercises, and/or case studies;
P2 Scan and organise data, extract meaning from information and share
knowledge;
P3 Perform effectively in a team environment.
TRANSFERABLE SKILLS
TEACHING METHODS
Key topics and concepts will be introduced by the lecturer and followed up with
interactive class discussions and group problem solving activities within the weekly
classes.
For each topic reading references are provided, but you are encouraged to read widely
around each topic, including journal articles. The core reading list is given below.
Lectures will be used to emphasise key issues, to introduce additional material or to
introduce alternative perspectives. Student participation and class discussion in
lectures is always encouraged.
The lecturers will include a mix of activities used for seminars, such as video case
studies, group presentations, question/discussion sessions. All of which are designed
to encourage the active learning of the subject.
TEACHING PLAN (highlighted = remove)
Introduction to E-business
Nature, scope and impact of e-business; Carr, N. (2003). IT Doesn’t Matter, Harvard Business Review, May, 41-49.
digitisation and the business process view; Davenport, T. H., & Kirby, J. (2016). Just How Smart Are Smart Machines? MIT Sloan
impact of e-business on economic growth; Management Review, 57, 3, 41-47.
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differences between e-business and
traditional technologies; reach, richness Iansiti, M., & Lakhani, K. R. (2014). Digital Ubiquity: How Connections, Sensors, and Data
and affiliation; and impact of e-business on Are Revolutionizing Business. Harvard Business Review, 92, 11, 91-99.
individuals.
Gallaugher, J., and Ransbotham, S. (2010). Social Media and Customer Dialog
Management at Starbucks. MIS Quarterly Executive, 9, 4, 197 – 212.
Hoffman, D. and Fodor, M. (2010). Can You Measure the ROI of Your Social Media
Marketing, MIT Sloan Management Review, Fall, 41-49.
Social Media Jones, B., Temperley, J. and Lima, A. (2009) Corporate reputation in the era of Web 2.0:
the case of Primark. Journal of Marketing Management, 25 (9), 927-939.
Explore the rise of social media, distinction
between social media and traditional Kietzmann, J.H., Hermkens, K., McCarthy, I.P. and Silvestre, B.S. (2011) Social media?
media; framework for applying social Get serious! Understanding the functional building blocks of social media. Business
media, benefits and challenges of social Horizons, 54 (3), 241-251.
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media. Mangold, W.G. and Faulds, D.J. (2009) Social media: The new hybrid element of the
promotion mix. Business Horizons, 52 (4), 357-365.
Case study: Building a Social Media Roberts, D. L., & Piller, F. T. (2016). Finding the Right Role for Social Media in Innovation.
Culture at Dell. MIT Sloan Management Review, 57, 3, 41-46.
Useful report
The Social Economy: Unlocking Value and Productivity through Social Technologies,
McKinsey and Company:
http://www.mckinsey.com/insights/high_tech_telecoms_internet/the_social_economy
Session TOPIC SUPPORTING READINGS
E-business strategy Enders, A. and Jelassi, T. (2009). Leveraging Multichannel Retailing: The Experience of
Tesco.com, MIS Quarterly Executive, 8, 2, 89-100.
Linking strategy and e-business; resources,
capabilities, and competitive advantage; Kane, G. C., Palmer, D., Phillips, A. N., & Kiron, D. (2015). Is Your Business Ready for a
influence of industry structure; industry Digital Future?. MIT Sloan Management Review, 56, 4, 37.
3 disruptions and transformations; e-
Porter, M.E. (2001). Strategy and the Internet, Harvard Business Review, March, pp63-78.
business and growth strategies; and the e-
business and competitive strategy. Rigby, D. K. (2014). Digital-physical mashups. Harvard Business Review, 92, 9, 84-92.
Case Study/Group Presentation: Tate Sia, S. K., Soh, C., & Weill, P. (2016). How DBS Bank Pursued a Digital Business
Modern or Volvo/Ford? Strategy. MIS Quarterly Executive, 15, 2, 105-121.
Enterprise Systems
Enterprise systems: characteristics, drivers, McIvor, R., McCracken, M., & McHugh, M. (2011). Creating outsourced shared services
potential benefits, implementation arrangements: Lessons from the public sector. European Management Journal, 29,6, 448-
4 problems, key decisions in planning and 461.
implementation. Botta-Genoulaz, V. and Millet, P. (2006). An Investigation into the Use of ERP Systems in
the Service Sector, International Journal of Production Economics, 99, 202-221.
Case Study: KEDA ERP Implementation.
Guest Speaker:
Paul Wickens
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Chief Executive, Enterprise Shared
Services, NI Civil Service
9 Assignment Preparation
READING LIST
Valacich J.S. and Schneider C. (2016) Information Systems Today: Managing in the
Digital World. Pearson Education
Turban, E., King, D., Lang, J. (2011) Introduction to Electronic Commerce (3rd Ed.),
Pearson Education.
Specific articles per teaching session have been specified as recommended reading
above and in the teaching plan. It would be expected that students would read at
least some of these articles prior to the teaching sessions. In addition the following
academic journals may be useful in sourcing supplementary material. Access to the
articles in these journals can be obtained through the electronic Athens database.
Practitioner-oriented journals:
Harvard Business Review
Academy of Management Executive
Sloan Management Review
California Management Review
Long Range Planning
The library offers referencing services on electronic journals. Three databases which
are good starting points for accessing journals and are accessible from home PC’s
using your PIN are:
Ask at the Library Information Desk for details of other online academic databases
available or surf the library electronic resources pages.
**To highly achieve in this module (and broaden your current business knowledge), it is
also useful to browse through business news online. Current examples of the changing
business environment and how organizations adapt accordingly will be helpful for
explaining key topics and concepts within the module. Such websites include:
www.bbc.co.uk/business
http://uk.reuters.com/business
www.ft.com/uk/management
http://www.independent.ie/business/irish/
MODULE ASSESSMENT
ASSIGNMENT DETAILS
Select ONE (1) company from the table below to critically appraise how
technology has or could help the firm in their innovation practices using
Drucker’s (1985) seven opportunities for innovation.
Clothing/Fashion Banking/Finance
Primark HSBC
H&M Santander
Supermarket Retail Media Entertainment
Aldi HMV
Morrison’s Yahoo Movies
Airline Telecommunications
Virgin Atlantic Hutchison 3G
Easy Jet Nokia
All published information relative to the firm that you have used in the preparation of
your assignment should be included as an appendix.
Information from the organisation web site which support arguments put
forward in your assignment;
Your written assignment should include at least 10 references to the literature in the
area. Any references cited must be included in a reference list at the end of your
assignment; the quality of the references will be taken into consideration.
Submission Details:
TurnItIn Report (uploaded onto Blackboard)
30th June 2017, no later than 14:00
All published information relative to the organisation that you have used in the
preparation of your assignment should be included as an appendix.
Your written assignment should include at least 10 references to the literature in the
area. Any references cited must be included in a reference list at the end of your
assignment; the quality of the references will be taken into consideration.
Submission Details:
TurnItIn Report (uploaded onto Blackboard)
4th August 2017, no later than 14:00
In preparing reports for both assignments students should will be expected to
demonstrate an understanding of the importance of information management,
sharing and technology on strategic decisions taken by the organization and in
decision making processes.
In line with the Ulster University Assessment Handbook (August 2016), 25% of each
student's assessment within the group work will be based on his or her individual
contribution. To facilitate this all students will be required to complete a peer
assessment form for submission along with the final piece of group coursework. All
students must also submit a peer assessment form based on the template
available at Appendix 1.
This will be provided within two weeks of submission. There will be written feedback
using the level 7 descriptors on BlackBoard Learn; face-to-face feedback can be
provided and needs to be arranged via appointment owing to term break for
students.
This will be provided within two weeks of submission. There will be written feedback
using the level 7 descriptors on BlackBoard Learn.
Peer Assessment Form
To ensure the contribution of group members is evaluated and marked equitably all
students must provide an assessment of their peers. Where you feel members
contributed equally all should receive a score of 100%.
Student ID:
Student Name:
Course:
Where you have scored a group member (or members) with less than 100%
contribution please include a rationale for your marks below.
BMG738 Level 7 Grading Criteria