|Mid-Term Exam Review for MBUS626
Fall 2017 Dr. Chen
Chapters: chapters Introduction, 1, 2,3 and 4 and all powerpoints posted on the Bb.
Case studies: All cases up to mid-term exam.
Total possible points (160-170 points)
PART I. Multiple-Choice Questions (70-90 points)
1. 30-35 Multiple Choice Questions (from Main text)
2. 10-15 Multiple Choice Questions (Based on IT Seminar)
PART II. Essays (80-100 points)
3-4 Essays: from chapters 1 thru 4, lectures and case studies
SDLC (What and Why?)
Virtual organization: definitions, characteristics and others
IS/IT Triangle Strategy
Business and Revenue Models, Porter’s Model and Generic Strategy; D-Aveni’s Disruption (Hype-competitive) model
Three essentials for a successful enterprise
Value-Chain and Value Systems
Organizational Design: managerial lever model; its challenge and role of IT
Extra lecture(s) (e.g., Strategic IT Resources, Four Action Framework – Blue Ocean Strategy) with a business example using one of the models listed above
Strategic Advantage and Potential Risks of using IS/IT
What is the “Free Advantage” (also known “The Future of a Radical Price”) and how is it related to Network Effect? (“PlentyofFish” case)
TAM: What is it and the purposes of learning it? What are the two important attributes?
Analyze a mini case using one of the model/strategy learned from the class
Review all cases
In general, you should study and prepare for accomplishing the following tasks:
Identify issues of business strategy, organizational design, and information technology strategy present in the case.
Identify appropriate framework/model to assess the case.
Identify issues related to fundamental elements of IS/IT projects.
Estimate the risk/complexity level of an IS/IT project.
Evaluate effectiveness of techniques and tools used by the subject company.
There are many potential risks that a firm faces when attempting to use IT to outpace their competition.
Awakening a sleeping giant – a large competitor with deeper pockets may be nudged into implementing IS with even better features
Demonstrating bad timing – sometimes customers are not ready to use the technology designed to gain strategic advantage
Implementing IS poorly – information systems that fail because they are poorly implemented
Failing to deliver what users want – systems that don’t meet the firm’s target market likely to fail
Web-based alternative removes advantages – consider risk of losing any advantage obtained by an information resource that later becomes available as a service on the web
Running afoul of the law – Using IS strategically may promote litigation