ICTO

Information and Communication Technologies
in Organizations and Society

  INFORMATION SYSTEMS

 
NUMBER OF HOURS: 15

SEMESTER 2

INTERNATIONAL PROGRAMME – 2 ECTS

COURSE COORDINATOR: Antoine Harfouche

 
COURSE OBJECTIVES  

In today’s globalised economy, organisations operate internationally, which increases the complexity and importance of accurate information for decision-making. Information systems herein play an important role as business enabler: technology-driven management systems have become vital to effective management

However, managers are confronted with challenging opportunities: rapidly changing developments in information technology and intensifying competitive pressures for productivity and quality emphasises the importance of a thorough understanding of information systems. This course therefore introduces students to some of the main information systems (IS) issues faced by organisations in today’s global business environment such as business intelligence, e-commerce, ethical IT challenges, systems integration, competitive advantage, mobile business…

 
LEARNING OUTCOMES

The Management Information Systems course aims to explain the strategic role of information systems and information technology as a business enabler. It identifies and explains the impact of information systems applications and emerging technologies on business models and managerial decision making in an exciting and interactive manner. The course also evaluates the fit between the organization’s strategy and structure, and the information systems architecture and applications. It interprets the interaction between technologies, employees, managers, customers, processes, data, infrastructure, suppliers, business partners, and environment in a specific organization. Finally, this course seeks to understand the ethical, security, and privacy challenges of information system

 

TEACHING & LEARNING METHODS

The course includes various pedagogical tools: lectures, videos, business reports and articles, books, business case studies and teamwork.
A regular use of the ICTO website and  is imperative to get access to the course material and regular access to Blackboard is imperative to get access to up-to-date information about the course.
 

COURSE CONTENT

SESSION
 Type
  Topic
  Delivery mode- duration
1
Introduction
Why shall I care about IS?
Face-to-face - 1h
1
Chap1
Introducing IT Business Value
Team prepares during the class the case study “Sinosteel” and submit it by e-mail - 1h30
1
Chap2
How should my company proceed to make the ERP system work?
Class discussion about Sinosteel - 1h
2
Chap3
Introducing Business Process Mapping
Online 30'
2
Chap3
How should my organization (re)think its business processes?
Case study  Desko Order Process” submit team work - 2h
3
Chap4
Make sense of the logic and approach of BI
Online 30'
3
Chap4
Make sense of the technical and organizational antecedents of a successful BI strategy
Individually prepare case study “FreshDirect” and submit team by e-mail + Class discussion about “FreshDirect” - 1h
4
Chap5
Introducing SAP Lumira BI
Class hands-on
4
Chap6
Introducing SAP ERP Sim game
Online 30'
4
Chap6
How to use effectively SAP ERP?
Simulation. Technical details will be communicated after the kick-off of the course
 

The referential book

Management Information Systems: Managing the Digital Firm (14th Edition) 

Pearson Education
Prentice Hall

RULES FOR ABSENCE AND PLAGIARISM

Attendance at case study sessions is mandatory. Students are asked to form groups of four or five by the end of the second theoretical session. It is up to the students to decide about their groups’ composition. For obvious logistic and administrative reasons, once formed, these groups cannot be changed under whatever circumstances. Any unjustified absence will automatically lead to a penalty of 20% of the final grade.

Antoine Harfouche, PhD

COURSE DETAILED CONTENT

Introduction

Why shall I care about IS?
Information System Does Matter
Content
This course introduces information systems by answering these questions: What is an Information System? How does it matter for organizations?
It also describes how organizations and information systems work together, or sometimes against each other.  Therefore, during this first session we'll look at the nature of organizations and how they relate to information systems.
Preparatory work
   - Articles:

* Carr, N.G. (2003). “ IT Doesn’t Matter”. Harvard Business, Review. 3566, pp. 41–49

* Letters to the Editor (2003). “Does IT Matter? An HBR debate”. Harvard Business Review. Web exclusive: www.johnseelybrown.com/Web_Letters.pdf
   - Websites:

Pr. Antoine Harfouche

 

Chap 1

Introducing IT Business Value
  Enterprise Resource Planning (ERP)
Content

The last couple of years have unleashed forces, which are fundamentally shifting the entire area of ERP. New and continuing trends affect enterprise ERP software such as: Mobile ERP, Cloud ERP, Social ERP, Two-tier ERP... All these new trends still have the same basic goal which is to provide one central repository for all information that is shared by all the various ERP facets to improve the flow of data across the organization

  - Websites:
https://hbr.org/product/enterprise-resource-planning-software-ongoing-maintenance-cost-benefit-analysis/906E12-PDF-ENG

Chap 2

How should my company proceed to make the ERP system work?

Chap 3

How should my organization (re)think its business processes?

 

Chap 4

Make sense of the logic and approach of BI
Make sense of the technical and organizational antecedents of a successful BI strategy
Content

In economically turbulent times, Business Intelligence (BI) is increasingly being used to mitigate risk and increase certainty. The evolution of BI from a series of technologies to a platform for

supporting strategies is analyzed in this thesis. The concentration is on how BI can streamline manufacturing, quality assurance, marketing and customer service are evaluated, as are the potential payoffs of increasing the level of insight an organization has.
Preparatory work
   - Articles:
- Terri C. Albert, Paulo B. Goes, and Alok Gupta, (2004), GIST: A Model for Design and Management of Content and Interactivity of Customer-Centric Web Sites, MISQ, Volume: 28 , Issue: 2

http://misrc.umn.edu/workingpapers/fullpapers/2004/0402_011404.pdf

- Sia C.L., Lim K.H., Leung K., Lee M., Huang W. et Benbasat I. (2009), « Web strategies to promote Internet shopping: Is cultural-customization needed? MIS Quarterly, 33(3), 491–512

     - Websites:
Course
Individually prepare case study “FreshDirect” and submit team by e-mail + Class discussion about “FreshDirect” - 1h

Conclusion

Conclusion

(1h 30)

Plenary session
  IS Strategic Alignment
Content
The aim of this course is to help managers to link their organization's structure,resources andITinfrustructurewith its strategy and ISstrategy. Strategic alignment enables higher performance by optimizing the contributions of people, processes, and inputs to the realization of measurable objectives and, thus, minimizing waste and misdirection of effort and resources to unintended or unspecified purposes.
  Preparatory work
   - Articles:

- Wu, S. P.-J., Straub, D. W., and Liang, T.-P. 2014. “How information technology governance mechanisms and strategic alignment influence organizational performance: Insights from a matched survey of business and IT managers,” MIS Quarterly

- Preston, D. S., and Karahanna, E. 2009. “Antecedents of IS Strategic Alignment: A Nomological Network,” Information Systems Research (20:2), pp. 159–179

- Henderson,J.C. and N. Venkatraman (1993). "Strategic Alignment‐Leveraging Information Technology For Transforming Organizations." Ibm Systems Journal ; 32(1):4-16.

    - Websites:

Lecturer: 

Pr. Antoine Harfouche