IS 512: IT Management in the Digital Age

Contents
Modern organizations are influenced and driven by information technology (IT) and information systems (IS) in various ways. As competition becomes borderless, organizations are forced to continually examine ways to operate more effectively and efficiently. Information technology and information systems are a crucial means of obtaining these goals in the digital Age. IT and IS are also key enablers of new products, services and processes. This course is designed for students who desire an insightful synopsis of IT management concepts and practices.
It is the objective of this course to offer profound insights into information systems and information technology management. Strategic and tactical issues are given more attention than operational aspects.

Learning outcomes
This course is designed for students who desire an insightful synopsis of IT management concepts and practices. After successfully completing the course, students should be able to
evaluate and initiate strategic IT initiatives, to organize (govern) the IT function, to understand the role of the Chief Information Officer in order to lead this function, to analyze, design and direct outsourcing as well as offshoring initiatives, and to control the IT function from a top management and risk management perspective. IT management issues will be discussed from a planning, leadership, governance, sourcing and controlling perspective.
Topics include:

Business / IT Alignment and Strategic IT Planning
Governance frameworks, IT (de-)centralization and the role of the CIO
The IT sourcing decision, hybrid arrangements, and offshoring
IT controlling and IT risk management.

Necessary prerequisites
–

Recommended prerequisites
–

Forms of teaching and learning	Contact hours	Independent study time
Lecture	2 SWS	15 SWS

ECTS credits	6
Graded	yes
Workload	180h
Language	English
Form of assessment	Written exam (60 min)
Restricted admission	yes
Further information	Limited to 80 participants.

Examiner

Performing lecturer

Prof. Heinzl hat graue kurze Haare und eine Brille. Er trägt ein dunkles Jacket, ein weißes Hemd und eine rote Krawatte.

Prof. Dr. Armin Heinzl

Frequency of offering	Spring semester
Duration of module	1 semester
Range of application	M.Sc. MMM, M.Sc. WiPäd, M.Sc. VWL, M.Sc. Wirt. Inf.
Preliminary course work	–
Program-specific Competency Goals	CG 1
Literature	Melville, N., Kraemer, K., and Gurbaxani, V. (2004). Review: Information Technology and Organizational Performance: An Integrative Model of IT Business Value. MIS Quarterly 28(2), pp. 283–322. Wade, M. and Hulland, J. (2004). Review: The Resource-Based View and Information Systems Research: Review, Extension, and Suggestions for Future Research. MIS Quarterly 28(1), pp. 107–142. Lacity, M.C., Khan, S.A., and Willcocks, L.P. (2009). A review of the IT outsourcing literature: Insights for practice. Journal of Strategic Information Systems 18, 130–146. Dibbern, J., Heinzl, A., and Chin, W. (2012). Systemic Determinants of the Information Systems Outsourcing Decision: A Comparative Study of German and United States Firms. Journal of the Association for Information Systems 13(6), pp. 466–497. Huber, T.L., Fischer, T.A., Dibbern, J., and Hirschheim, R. (2013). A process model of complementarity and substitution of contractual and relational governance in IS outsourcing. Journal of Management Information Systems, 30(3), pp. 81–114. Dibbern, J., Winkler, J., and Heinzl, A. (2008). Explaining variations in client extra costs between software projects offshored to India. MIS Quarterly 32(2), pp. 333–366. Weill, P. (2004). Don’t Just Lead, Govern: How Top-Performing Firms Govern IT. MIS Quarterly Executive 3(1), pp. 1–17. Sambamurthy, V. and Zmud, R.W. (1999). Arrangements for IT Governance: a Theory of Multiple Contingencies. MIS Quarterly 23(2), pp. 261–290. Martinsons, M., Davidson, R., and Tse, D. (1999): The balanced scorecard: A foundation for the strategic management of information systems. Decision Support Systems 25, pp. 71–88.
Course outline	Section 1: Introduction Section 2: IT Returns and Impact Case Study: e-Procurement at Cathay Pacific Airways Section 3: IT Strategy Planning and Alignment Case Study: Digitalization at Siemens Section 4: IT Governance Case Study: Information Technology and Innovation at Shinsei Bank Section 5: IT Delivery – Outsourcing Options, Decision & Implementation Case Study: IT Multi-Sourcing at adidas Group Section 6: IT Delivery – Offshore Outsourcing Case Study: Offshoring and Innovation at Globalco Section 7: IT Controlling Section 8: e-Procurement at Cathay Pacific Airways

IS 512: IT Management in the Digital Age

Dekanat | Fakultät für Betriebswirtschaftslehre

FORUM