Prof Leslie Willcocks NAB 3.23 and Dr Stephen Smithson NAB 3.31

This course is compulsory on the MSc in Management of Information Systems and Digital Innovation. This course is available with permission as an outside option to students on other programmes where regulations permit.

A basic understanding of business strategy and management and a basic knowledge of information and communication technologies. Students are expected to have a basic understanding of the challenges of implementing and managing information systems in organisations. A short study pack of selected readings will be provided for students who require this background understanding.

The main focus of this course is to examine contemporary global strategies and management practices of corporations and government agencies across the world. In the context of Ghemawat calls 'semi-globalization' we examine how to analyse corporate and business strategies, competitiveness, and how organizations set up and manage structures, processes, human resources, and technologies to deliver on their objectives. Following through on this theme and context the course focuses more specifically on the social, managerial and political issues involved in the introduction and operation of information and communications technologies in organisations. The course analyses critically the opportunities and risks attached to the development and utilisation of information and communications technologies in contemporary organisations. The aim is to educate and inform future managers about strategy, management and information systems in the context of increasing globalization, and to establish the key choices and practices impacting on organizational and individual performance. Case studies are used to demonstrate the key issues. Topics covered include: Global strategic management; corporate and business level strategies; industry competition; competing through resources and capabilities; value creation; management functions, IS strategy and sourcing; IS projects, risk management and organisational change; role and governance of the IS function; IT-enabled business process (re)design; infrastructure; business and IS evaluation.

20 hours of lectures and 10 hours of seminars in the MT. 1 hour of lectures in the ST.

A reading week will take place in W6. There will be no teaching during this week.

Classes are based around reading and discussing selected journal articles from the course study pack. Formative feedback is provided on class participation. A mock examination, with questions from MG472, MG481 and MG487 is held in January.

• M. Peng (2011) Global Strategic Management. South Western, New York
• Ghemawat (2007) Redefining Global Strategy. Harvard Business School Press, Boston.
• Johnson, G., Scholes, K. and Whittington, R. (2011) Exploring Corporate Strategy: Texts and Cases. Prentice Hall, London
• Mintzberg, H. (2009) Managing. Prentice Hall, London
• Willcocks, L. Petherbridge, P. and Olson, N. (2003) Making IT Count: Strategy Delivery Infrastructure, Butterworth
• Galliers, R. and Leidner, D. (eds.) (2009) Strategic Information Management. Routledge, London.

Exam (100%, duration: 3 hours) in the main exam period.