TEXAS STATE UNIVERSITY
McCoy College of Business Administration
Department of CIS & QM – Spring 2015

CIS 5318 – Information Technology in Digital Economy
Monday/Wednesday 6:30 – 9:15 pm

Instructor: Dr. Vivek Shah
Office: McCoy 457
Office hours: Wen: 4:30 – 6:00 (Round Rock Campus); TTH: 3:30 to 4:30; M: 4:30 to 6:00 (San Marcos Campus) or by appointment
Phone: 512.245.2049 (My office) 512.245.2291 (Dept. office) 512.413.5419 (Cell)
Email: vs01@txstate.edu

COURSE DESCRIPTION

This course is directly concerned with the management issues surrounding information and telecommunications systems. It presents the ingredients of management knowledge necessary for success in the management of information technology. This course views information technology from the perspective of managers at several levels--from the CEO to the first line manager. It provides frameworks and management principles that current or aspiring managers can employ to cope with the challenges inherent in the implementation of rapidly advancing technology.

The course presents fundamental knowledge essential to managing an information technology successfully within a larger organization. It considers strategic and operational issues, the significance of rapidly advancing technology, and human and organizational issues related to technology introduction and use. The course describes management systems and models of successful behavior that capitalize on opportunities and avoid the numerous potential pitfalls.

LEARNING METHODOLOGY

The learning methodology used in this course consists of lectures, class discussion, case analysis and discussion, homework, term paper, and exam(s).

PRE-REQUISITES Graduate standing.

COURSE OBJECTIVES The goal of this course is to provide students with an understanding of the issues and strategic implications of IT. Students will investigate the many different facets of IT, particularly the various business strategies and pertinent managerial issues. Upon completion of the course, students should be able to:

• Describe how IT and Information Systems (IS) can influence a firm’s business strategy, structure, business processes, and outcomes • Describe management issues surrounding the identification, selection, and effective deployment of appropriate IT and IS • Explain how IT and IS affect individual roles, responsibility, work, productivity, and business value • Explain ethical and social issues associated with IS • Explain how does IT’s use differ across industries ranging from those based on pure information to complex manufacturing • Illustrate how the Internet and web-based IT applications enable new online business opportunities, and enhance traditional business activities • Understand the behavioral and political issues surrounding the use of IT in organizational change.

REQUIRED: BUSINESS CASES

We will be using business cases (from Harvard, Ivey, and other publishers) for this course. Cases can be purchased from HBR web site. To purchase cases individually from HBR register as a student and search for individual case. To purchase bundle package click on the following link https://cb.hbsp.harvard.edu/cbmp/access/32156377

TEXT BOOK There are no required textbooks for the course. Following is list of books which if you are interested in buying or checking out from library.

Piccoli, Gabriele. Information Systems for Managers: Text and Cases, 2nd Edition, 2011,
ISBN: 9781118057612.

Applegate, Lynda, Robert D. Austin and Deborah L. Soule. Corporate Information Strategy and Management: Texas and Cases, 8th Edition, McGraw-Hill, 2009, ISBN: 9780073402932.

Laudon Jane and Kenneth Laudon. Management Information Systems: Managing the Digital Firm, 13th Edition, Pearson, 2014, ISBN: 9780133130782.

Above books are recommended if you are interested in exploring further some of the issues covered in class – but not all.

TECHNOLOGY NEWS Keep up on current events is essential to this class. Here are a few sources to follow:

CNN (http://www.cnn.com/TECH/?hpt=Sbin) Wired (http://www.wired.com/) New York Times (http://bits.blogs.nytimes.com) Yahoo Technology (http://news.yahoo.com/technology) Business Week (http://www.businessweek.com/technology)

CASE METHOD/CLASS PREPRATION The case method is a very powerful and interactive learning mechanism. It allows you to develop skills in integrating quantitative and qualitative analysis and in presenting your ideas to your peers, who will critically assess your ideas. Hence, an important element of learning is extensive case preparation before you come to class. The better your case preparation, the superior your learning experience.

How to prepare to discuss a case for this course? Read the case thoroughly to gain a general understanding of the company, industry and situation. Note items such as the state of the industry and/or subject company at the time of the case; the opportunities and options available to them; identify the central problem or issue posed by the case.

It is important that you try to deal with the case situation at the particular point in time of the case. Put yourself in the shoes of the key stakeholders in the case, and, to see the situation as it appeared to them at that time with the data that was available to them. Therefore, do not waste time collecting data from outside the case. The assignment submissions must not include material researched on the web. Focus on the situation and questions in the case. In some cases, we may discuss what the company actually did and the result of its actions, but “what really happened” is not necessarily the “right” answer, as you might know from your business experience.

It is important that you do not skip Appendix or Tables provided at the end of the case while preparing. If tables and figures are provided, perform basic analysis to uncover trends and issues that may not be explicitly mentioned in the case. Probe beyond what is written to what you think may really be going on.

Study the all the preparation questions provided for each case and think about them. These questions are not necessarily “tips for a successful case solution,” but rather are meant to insure that everyone understands the basics of the case and the discussion can begin “on the same page.” During the class discussion, you should be prepared to share your thoughts on the real problems and issues of the case and present a persuasive summary of your recommendations.

As a guide, for each case you should plan to spend about one to two hours reading the case at least twice, and one hour answering the questions posted on TRACS.

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DROP/WITHDRAWAL POLICY Drop: Dropping means that the student will remain enrolled in at least one hour in the current semester. A "W" will be automatically assigned if the drop procedure is completed on or before 5:00 p.m. on March 24, 2015. After this deadline the student will be unable to drop the course and will receive the grade (A, B, C, D, F, U, or I) earned in the class. It is suggested that students consult the instructor prior to dropping from the class.

Withdrawal: Withdrawal means that the student is going to zero hours for the current semester. A "W" will be automatically assigned if the withdrawal procedure is completed on or before 5:00 p.m. on March 26, 2015. After this deadline, the student may withdraw on or before 5:00 p.m. on April 23, 2015. If the student is passing the class on the official date of drop/withdrawal, a "W" grade will be assigned. If the student is failing the class on the date of drop/withdrawal, an "F" grade will be assigned.

STUDENTS WITH DISABILITIES A student with a disability may require an accommodation(s) to participate in the course. They must contact the instructor within the first two weeks of the semester. They will be asked to provide documentation from the Office of Disability Services (ODS) at that time. Failure to contact the instructor in a timely manner will delay any accommodations they may be seeking. Ongoing care by a physician does not automatically qualify you as an ODS special needs student. Students are required to file paperwork for accommodations with ODS each semester. Accommodations granted one semester do not automatically carry forward to the next. See UPPS No.07.11.01 for additional information. If you have a defined disability and would like to request accommodation, please contact the Office of Disability Services, Suite 5-5.1, LBJ Student Center, 245-3451, as soon as possible.

HONOR CODE All students are required to abide by the Texas State University honor code. The pledge for students states:

Students at our University recognize that, to insure honest conduct, more is needed than an expectation of academic honesty, and we therefore adopt the practice of affixing the following pledge of honesty to the work we submit for evaluation: I pledge to uphold the principles of honesty and responsibility at our University.

The complete honor code may be found at http://www.txstate.edu/effective/upps/upps-07-10-01.html under attachment I.

DISHONESTY Submission of any work for a grade for which unauthorized help has been received is termed academic dishonesty. This applies to exams, coaching during class discussions, homework, and projects. This instructor regards any act of dishonesty in coursework as deserving of a failing grade on both the material and in the course, and the Associate Dean of the McCoy School of Business and the Department Chair will be notified. They will take whatever action they deem appropriate. Academic dishonesty includes but is not limited to:

• Attendance fraud • Unauthorized assistance in taking take-home or in-class exams • Unauthorized assistance in completing the home work assignments used for grade • Acquisition, without permission, of tests or other academic material belonging to a faculty member or staff member of the university • Plagiarism – claiming as your work the work for others • Assisting or attempting to assist another student by willingly providing access to your answers on exams or other written assignments or by intentionally allowing another students to claim your work as their own • Changing answers on an exam (or graded assignment) after the work has been graded and returned • Copying of another (either current or past student's work), working with another on individually assigned work or exams, or in a way presenting as one's own work that which is not entirely one's work • Turning in other students’ work • Getting other students to turn in your work for grade

Students are strongly encouraged to refer to the Texas State student handbook for policies related to academic dishonesty. These policies may be found at http://www.mrp.txstate.edu/studenthandbook/rules.html#academic.

This instructor views any such act as a clear violation of ethical standards and will take appropriate disciplinary and punitive action.

GRADING
Class Participation and Discussion – 35% This portion of the grade is based on “class contribution” rather than “class participation.” As such, we are interested in input into the class that contributes to the overall learning of the class, stimulates further discussion and thought, and associates class material with real-world work experiences, rather than simply meeting a quota of in-class comments. For others to learn from your experience, you must participate - which means actively offering your insights during both the cases and the lectures. You should be prepared to make substantive comments when called upon in class, and you should attempt to ask any questions you may have regarding the topic during class, so everyone can learn. You should expect me to "cold-call" frequently during class.

Attendance is obviously a prerequisite for class participation; however, simply being present does not earn you a participation grade. The grade assigned for your class participation is a careful, subjective assessment of the value of your input to classroom learning. Very few students will get full credit for participation; to receive full credit bring the issues beyond discussed in the case to the class.

I keep track of your contributions towards each class session. In evaluating your contribution to class learning, factors I view positively include (but are not restricted to) raising questions that make your classmates think, providing imaginative yet relevant analysis of a situation, responding, disagreeing constructively, talking with appropriate frequency, i.e., neither dominating the conversation nor being too quiet, contributing background or a perspective on a case/classroom topic that enhances its discussion, answering questions raised in class, relating to outside experience, and a good sense of humor. Factors viewed negatively include: lack of involvement - silence, detachment or disinterest, long rambling comments, being unprepared, or passing on a cold call, making sudden topic changes; recognize the flow of discussion, dominating the conversation, repeating yourself and others, “cutting” others to “score points”. Speaking without much adding values to the discussions will not improve your participation grade, in contradictory it will hurt your participation grade.

I will provide you with the feedback on your class participation within 3 days after the end of class period. If you think, I have made an error in reviewing your class participation than you must inform me before the next class period begins in writing. If you fail to do so than your class participation grade will become definitive for that particular class period.

If you are concerned about your class participation, please make an appointment or stop by during office hours. I will be happy to discuss your class participation, or any other issue of interest to you on an individual basis.

To enable accurate recording of participation, (a) students are required to display name cards (passed out during first class period -- not hand written piece of paper) during each class meeting, and (b) select and keep the same seat in the classroom over the course of the semester. Failure to do so may result in your contribution not being counted appropriately at all.

Grades will be assigned on a 20 point scale, as follows:

Outstanding contribution = 20 pts Good contribution = 16 pts So-so contribution = 14 pts No contribution = 0 pts

Case Study Write-Ups – 25% We will have discussions on case studies every class period. For these discussions to work well, it is essential that all students come to class fully prepared. A week before each case is to be discussed; I will provide a set of questions to guide your preparation of the case.

The Write-Ups (paper) will be answer to one (or two) of the assigned study/discussion questions. Different questions are assigned to different students to answer; this ensures that the class, as a whole, will be prepared to pursue an in-depth discussion on all aspects of the case. The questions will usually cover not only specifics of the case itself, but also general principles from previous classes and business practices.

• Don’t try to tell a story. Answer them directly – don’t talk around the issues in storytelling mode. • Do not spend time rehashing the case details. • Don’t write advertising copy. You are not trying to sell stuff; you are trying to express specific points. • Please read the questions and satisfy yourself that you understand what they mean before attempting answers (i.e., answer the questions that are asked, not some other questions) • Every question does not imply “Tell me how great ***** is and that everyone will live happily ever after”. • Nor does it mean “list pros and cons” unless that is specifically stated. • The purpose of the case study write ups is NOT for you to produce a masterpiece, but your paper must be thoughtful and written with care. The grade for a write up will depend, in part, on its display of evidence that this process has taken place.

Additionally, provide on your weekly summary in the end three to four key (managerial) insights you took away from the case as a whole in bullet list (or number) format. A managerial insight has to be related to case.

For each of the write-ups you will do your analysis individually. For the individual write-ups, your outline should be in the range of ¾ to 1 ½ pages (note: ½ page is not enough and more than 1 ½ pages analysis is not acceptable). State the question on top of the page before you answer the question.

Grades will be assigned on a 15 point scale, as follows:

|Assigned Question(s) |Managerial Insight |
|Outstanding Analysis = 10 points |Outstanding Managerial Insights = 5 points |
|Good Analysis = 7 points |Good Managerial Insights = 3 points |
|So-So Analysis = 5 points |So-So Managerial Insights = 1 points |
|No Analysis = 0 points |No Managerial Insights = 0 points |

Final Exam – 25%

There is only one comprehensive exam at end of the semester. Exam will cover the material taught through lectures, readings, case studies and/or case discussions.

Term Paper – 15%

A term paper of 12 pages or more on an IT topic of interest to you is required in this course. The paper will be graded on organization of the topic and breadth and depth of material covered.

The research paper should be a narrowly focused in-depth examination of an IS topic. A literature review is required but is not sufficient in itself. After reviewing the literature you should discuss its significance in how it relates to the objectives of this class, IS managers, discuss potential applications and the future of the topic and generally provide an interpretation of the topic based upon your own insight, experience, and knowledge.

Use articles and/or books, etc., for background. Don't just report. Discuss issues; pros and cons. Use your own words. Quote where appropriate. DO NOT PALGIRIZED – NO CUT & PASTE. Give citations for facts and quotes. Use Subheadings.

The paper should be a minimum of 12 pages and include (roughly):

• Cover page with title and name(s) • Introduction/overview of topic and issues to be discussed • Background, description, and/or history of the issue • Issues, various points of view • Summary/Your comments or evaluation • List of references – at least 3 current references from journal, or books– 2010 onwards; do not simply depend upon .com, .net websites or blogs to complete the paper. • Appendix (if any)

The paper will be graded based on the following criteria:

• Quality of paper o Informative? Management oriented? Did you learn something new? o Depth? • Organization o Sub-headings? o Introduction and Summary? Are they tied? • Research o Bibiliography suffcient? o Was topic research adequatley?

You are strongly encouraged to have others proofread your paper to remove grammatical, spelling, or technical errors. Texas State Writing Center provides proofreading service. High quality is critical. My best advice is to pick something that is of interest to you in order to sustain your level of motivation throughout the exercise. Some suggested research paper topics are posted on TRACS. Remember, this Research Paper is not an essay.

Prepare a short typed paper proposal (paragraph or two). These may be done individually or in the groups of two or three at the discretion of the students. In no circumstances group of 4 or more students will be allowed. If you are going to work in the group than notify the instructor the names of the group members before working in the group by e-mail as soon as possible.

The base grade for a good paper on point scale is 86. Additional efforts that enhance quality and insight raise the grade. Deficiencies reduce it. Papers will be graded increment (or decrement) of 4 points from the base grade. Consult with the instructor if you need help in selecting a topic.

COURSE POLICIES and ADMINSTRATION 1. No make-ups for exams or anything else. 2. Written assignments (hard copy) are due at the beginning of the class. No late assignments will be accepted. Submit written assignments on TRACS also. Same applies for term paper proposal and completed paper. In other words, whatever you turn in hardcopy, submit digital copy on Assignment tab on TRACS before beginning of the class. 3. If you miss a class, you will miss the Class Participation and Case Study Write Up will receive a grade of zero on it. You can submit case study write up on TRACS for that portion of grades. 4. You are allowed for one missed class, no more for whatever reason for Class Participation Grade makeup. For this missed class, you can turn in Individual Case Write Up for missed Class Participation grade. Individual Case Write Up can also be used to replace one lowest class participation grade provided you do not need to replace missed class participation grade. In other words, Individual Case Write Up can be used to replace either lowest or missed class participation grade but not both. 5. Individual Case Write Up – working on their own, students will perform analysis on case: WestJet Airlines: Information Technology Governance and Corporate Strategy. Questions related to case are posted on TRACS. Do not spend time rehashing the case details. The write-ups should be between four to five pages. Provide in-depth analysis or executive summary of case or answer all the questions. You can submit individual case write up till last class period. Grade of 0 will be recorded until missed work is made up. 8. All written assignments will be double-spaced and using 11 or 12 point fonts. Pages should be numbered and references single-spaced with hanging indents. No cover page is needed. Just put identifying information in the upper right corner. 9. 13 case studies along with term paper are due during the semester. There is only one exam end of the semester. 10. I will not read past the specified page limit on written assignments, including exams. So stay within the assigned parameters. 11. Nothing is due on first class period in class or on TRACS.

CLASSROOM CIVILITY • LAPTOP and EBook Readers: Laptop and ipad are allowed in class. However, please NO web surfing, instant messaging, e-mailing, Facebook etc., It is very districting those around you, to me (believe me, I know when you’re doing it – ask students from previous semesters), and (obviously) to you. • Phones are turned off. We’ve all heard the annoying ringing in the middle of a meeting. Not only it is not professional, it cuts off the flow of discussion. When a true need to communicate with someone outside of class exists, (e.g., for some medical need or call from work) go outside the classroom. • Professionalism. There are many right ways to approach and to look at IT and/or management problems. If your view of a problem discussed in class is different than a view of your classmates, it is fine to challenge their position in a professional way. In fact, if you don’t agree with a viewpoint, I expect you to challenge it. However, don’t personalize issues – just stick to the facts when challenging viewpoints. Following this approach makes for healthy class discussions where we can learn from the perspectives of others.

EXPECTATIONS • Have fun! Looking back, my years in business school were some of the most rewarding times of my life. When else will you be surrounded by a talented group of individuals with similar career and life goals? Make the most of it. Carpe diem. • Push yourself. Take risks in the classroom to expand your learning.
COURSE EVALUATION Your final grade will be determined using the following formula:

|Item |Weight |
|Class Participation |35% |
|Individual Analysis of Cases |25% |
|Term Paper |15% |
|Exam |25% |
|Total |100% |

GRADING • No grades (except one lowest participation grade) will be dropped in determining the final course grade. Grades are not negotiable. Students with extenuating circumstances which require them to receive a certain grade or maintain a particular GPA (e.g., graduation, loss of a scholarship, university probation or suspension, loss of a job offer, revocation of student visa, etc.) need to realize that you are responsible for working hard to achieve the needed class grade. Exceptions will not be made for individual students.

Letter grades will be assigned as follows:
|Letter Grade |Average of all Points |
|A |90.00 and Up |
|B |80.00 and 89.99 |
|C |70.00 and 79.99 |
|D |60.00 and 69.99 |
|F |59.99 and Below |

• 89.664 is a B, no exceptions; I will give you the grade you earned, nothing more, nothing less.

AN IMPORTANT WORD ABOUT GARDING: There are no absolute right answers to an assignment, case, discussion questions, or exam questions, so grades will be evaluated relative to your peer group. I cannot predict exactly how your peer group will perform from semester to semester so I can only say that to a certain extent all these subjective grade items are competitive. What this means is that you need to be conscious that your classmates may be putting in what you feel to be extra effort and that this could make their deliverable superior by comparison. In those circumstances, the better deliverable will likely receive a higher score and the other one a lesser score. Put in extra effort if you are hoping for a high grade. Remember you are graduate student!!!!

RETENTENTION OF GRADED MATERIAL Students are required to retain all graded assignments for a period of one semester to resolve any grade disputes that may arise. Grade appeals will be entertained only if a student is able to produce all graded assignments for verification. Otherwise, the assigned grade will stand. Grade disputes on individual assignments must be resolved within one week of the date that the graded assignment is returned in class with a written statement explaining the appeal. After that time, the assigned grade becomes final. If you do not pick up your assignments/exams on or close to the day that they are returned in class, you may lose your right to dispute the grade or grading procedures.

This entire syllabus is subject to changes, additions, deletions, and other modifications except Course Evaluation policy. All the dates including exam dates, type of exam, case assignments are provisional and will be subject to change if circumstances warrant.

TENTITIVE SCHEDULE (Monday Night – San Marcos)

|01 01/26/15 |Introduction |
| |Management in the Information Age/IS in Business |
| |Case: Li & Fung: Internet Issues |
|02 02/02/15 |Information Technology’s Strategic Importance |
| |Developing the Organization's IT Strategy |
| |Case: Apple (in 2013): How to Sustain a Competitive Advantage? |
|03 02/09/15 |IT Infrastructure and Emerging Technologies |
| |Case: Volkswagen of America: Managing IT Priorities |
|04 02/16/15 |Information Technology Planning |
| |Case: Facebook and WhatsApp: Acquire or Ally? |
| |Due: Paper Proposal |
|05 02/23/15 |Telecommunication/Wireless Technology |
| |Case: Air Canada: Flying High with Information Technology |
|06 03/02/15 |e-commerce: New Way of Doing Business |
| |Case: Rich-Con Steel |
|07 03/09/15 |Privacy & Ethics |
| |Case: Yelp |
| |Spring Break |
|08 03/23/15 |Security |
| |Case: ChoicePoint (A) |
|09 03/30/15 |IS in Managing Business Operations: the Supply Chain |
| |Case: iPremier Company: Denial of Service Attack (A) |
|10 04/06/15 |Customer Relationship Management |
| |Case: 787 Dreamliner: Cleared for Take Off? (A) |
|11 04/13/15 |Information Systems Trends: Enterprise Resource Planning |
| |Case: Hilton Hotels Brand Differentiation through Customer Relationship |
|12 04/20/15 |Outsourcing and its Variations: Letting Someone Else Do the Work |
| |Case: Information System Strategy at Neelkanth Drugs |
|13 04/27/15 |Global Information Systems |
| |Case: Lego Group: An Outsourcing Journey |
| |Due: Paper |
|14 05/04/15 |Case: Volkswagen Group: Driving Big Business with Big Data |
|15 05/11/15 |Final Exam |

TENTITIVE SCHEDULE (Wednesday Night – Round Rock)

|01 01/21/15 |Introduction |
| |Management in the Information Age/IS in Business |
| |Case: Li & Fung: Internet Issues |
|02 01/28/15 |Information Technology’s Strategic Importance |
| |Developing the Organization's IT Strategy |
| |Case: Apple (in 2013): How to Sustain a Competitive Advantage? |
|03 02/04/15 |IT Infrastructure and Emerging Technologies |
| |Case: Volkswagen of America: Managing IT Priorities |
|04 02/11/15 |Information Technology Planning |
| |Case: Facebook and WhatsApp: Acquire or Ally? |
| |Due: Paper Proposal |
|05 02/18/15 |Telecommunication/Wireless Technology |
| |Case: Air Canada: Flying High with Information Technology |
|06 02/25/15 |e-commerce: New Way of Doing Business |
| |Case: Rich-Con Steel |
|07 03/04/15 |Privacy & Ethics |
| |Case: Yelp |
|08 03/11/15 |Security |
| |Case: ChoicePoint (A) |
| |Spring Break |
|09 03/25/15 |IS in Managing Business Operations: the Supply Chain |
| |Case: iPremier Company: Denial of Service Attack (A) |
|10 04/01/15 |Customer Relationship Management |
| |Case: 787 Dreamliner: Cleared for Take Off? (A) |
|11 04/08/15 |Information Systems Trends: Enterprise Resource Planning |
| |Case: Hilton Hotels Brand Differentiation through Customer Relationship |
|12 04/15/15 |Outsourcing and its Variations: Letting Someone Else Do the Work |
| |Case: Information System Strategy at Neelkanth Drugs |
|13 04/22/15 |Global Information Systems |
| |Case: Lego Group: An Outsourcing Journey |
| |Due: Paper |
|14 04/29/15 |Case: Volkswagen Group: Driving Big Business with Big Data |
|15 05/06/15 |Final Exam |

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