https://link.springer.com/content/pdf/10.2307%2F3343168.pdf

Development as Freedom

MKT 6009 Marketing Internship (0 semester credit hours) Student gains experience and improves skills through appropriate developmental work assignments in a real business environment. Student must identify and submit specific business learning objectives at the beginning of the semester. The student must demonstrate exposure to the managerial perspective via involvement or observation. At semester end, student prepares an oral or poster presentation, or a written paper reflecting on the work experience. Student performance is evaluated by the work supervisor. Pass/Fail only. Prerequisites: (MAS 6102 or MBA major) and department consent required. (0-0) S MKT 6244 Digital Marketing Strategy (2 semester credit hours) Executive Education Course. The course explores three distinct areas within marketing and sales namely, digital marketing, traditional sales prospecting, and executive sales organization and strategy. The continuing convergence of the digital marketing and sales funnels has created a strategic continuum from digital lead generation to digital sales. The course identifies the current composition of this digital continuum while providing opportunities to evaluate sales and marketing digital strategies. Prerequisites: MKT 6301 and instructor consent required. (2-0) Y MKT 6301 (SYSM 6318) Marketing Management (3 semester credit hours) Overview of marketing management methods, principles and concepts including product, pricing, promotion and distribution decisions as well as segmentation, targeting and positioning. (3-0) S MKT 6309 Marketing Data Analysis and Research (3 semester credit hours) Methods employed in market research and data analysis to understand consumer behavior, customer journeys, and markets so as to enable better decision-making. Topics include understanding different sources of data, survey design, experiments, and sampling plans. The course will cover the techniques used for market sizing estimation and forecasting. In addition, the course will cover the foundational concepts and techniques used in data visualization and \"story-telling\" for clients and management. Corequisites: MKT 6301 and OPRE 6301. (3-0) Y MKT 6310 Consumer Behavior (3 semester credit hours) An exposition of the theoretical perspectives of consumer behavior along with practical marketing implication. Study of psychological, sociological and behavioral findings and frameworks with reference to consumer decision-making. Topics will include the consumer decision-making model, individual determinants of consumer behavior and environmental influences on consumer behavior and their impact on marketing. Prerequisite: MKT 6301. (3-0) Y MKT 6321 Interactive and Digital Marketing (3 semester credit hours) Introduction to the theory and practice of interactive and digital marketing. Topics covered include: online-market research, consumer behavior, conversion metrics, and segmentation considerations; ecommerce, search and display advertising, audiences, search engine marketing, email, mobile, video, social networks, and the Internet of Things. (3-0) T MKT 6322 Internet Business Models (3 semester credit hours) Topics to be covered are: consumer behavior on the Internet, advertising on the Internet, competitive strategies, market research using the Internet, brand management, managing distribution and supply chains, pricing strategies, electronic payment systems, and developing virtual organizations. Further, students learn auction theory, web content design, and clickstream analysis. Prerequisite: MKT 6301. (3-0) Y MKT 6323 Database Marketing (3 semester credit hours) Techniques to analyze, interpret, and utilize marketing databases of customers to identify a firm's best customers, understanding their needs, and targeting communications and promotions to retain such customers. Topics

Marketing for management.

In his Preface the author' says that he started out to review all the more important theories upon the topics ordinarily discussed under human motivation but soon found himself more and more limited to the presentation of his own point of view. This very well characterizes the book. It is a very personal product. It is an outline with some defense of the author's own thinking about instincts and appetites and sentiments and how they function in human behavior. And as the author draws so heavily upon James and McDougall, especially the latter, the book may well be looked upon as a sort of sequel to their efforts. There is a thought-provoking distinction presented between instinct and appetite. An instinct is said to be aroused always by something in the external situation; and, correspondingly, an appetite is said to be aroused by sensations from within the body itself. This places, of course, a heavy emphasis upon the cognitive factor in all instinctive behaviors; and the author prefers to use the cognitive factor, especially the knowledge of that end-experience which will satisfy, as a means of differentiating one instinct from another. In this there is a recognized difference from McDougall who placed more emphasis for differentiation upon the emotional accompaniment. The list of instincts arrived at by this procedure is much like that of McDougall, although the author is forced by his criteria to present the possibility of food-seeking and sex and sleep operating both in the manner of an appetite and also as an instinct. The Shand-McDougall concept of sentiment is taken over and used in the explanation of moral motivation. There is the development within each personality of a sentiment for some moral principle. But this sentiment is not a very powerful motivating factor. It is reinforced by social pressures and by religion, which is treated as an effort of finite man to live in harmony with the infinite reality. Those whose psychological thinking is largely in terms of McDougall will doubtless find this volume a very satisfying expansion; but those who are at all inclined to support their psychological thinking by reference to experimental studies will not be so well pleased. The James-Lange theory, for example, is discussed without mention of the many experimental studies which it has provoked. Theoretical sources appear in general to be preferred to experimental investigations.

Human MotivationThe Mind in Action: A Study of Motives and Values. A. Campbell Garnett

/pdf/qualitative-research-in-information-systems-1sezxwy02d.pdf

Qualitative Research in Information Systems

The Object Management Group's (OMG) Model Driven Architecture (MDA) strategy envisages a world where models play a more direct role in software production, being amenable to manipulation and transformation by machine. Model Driven Engineering (MDE) is wider in scope than MDA. MDE combines process and analysis with architecture. This article sets out a framework for model driven engineering, which can be used as a point of reference for activity in this area. It proposes an organisation of the modelling 'space' and how to locate models in that space. It discusses different kinds of mappings between models. It explains why process and architecture are tightly connected. It discusses the importance and nature of tools. It identifies the need for defining families of languages and transformations, and for developing techniques for generating/configuring tools from such definitions. It concludes with a call to align metamodelling with formal language engineering techniques.

Model Driven Engineering

Different domains, such as the health care domain, can benefit from an increased use of e-services. However, factors such as vendor lock-in, the lack of standardized infrastructure and quality criteria can slow down the creation and use of e-services in a domain. To encourage the development of e-services there is both a need for simplicity - to enable new actors to use and provide e-services, and a need for regulation - such as defined standards and quality levels. In this paper we present the concept of a service collaboration environment - a sustainable model for e-service evolution that facilitates the maintenance of the balance between simplicity and regulation. We use the theory of competitive market forces to define a set of service collaboration environment guidelines that aims to enable increased use of e-services by stimulating new service consumers and providers to enter the environment. The guidelines can be applied to drive the evolution of e-services in a business domain.

/pdf/towards-guidelines-for-the-evolution-of-e-service-4q5zmn9wc0.pdf

Towards Guidelines for the Evolution of E-Service Environments

IT pervades all sectors of today’s organizations. To support efficient business solutions, business-IT alignment has been long-time discussed as a solution. Given the complexity of achieving alignment, in our research we have hypothesized the importance of one partial possible solution, namely, the fit between strategy and information system requirements. To systematically investigate the influence of widely-used business strategy formulations, such as Porter’s Value Chain, Kaplan & Norton’s Strategy Maps, and others, we propose a model-centric approach to strategy-IT alignment where the strategy formulations are represented in the form of models, and mapped to requirements models. The objective of this paper is to present a pilot empirical investigation assessing if strategy-IT alignment is an issue of concern, and seeking to obtain insights from practitioners about relevance of our model-based view for strategy-IT alignment. The empirical information is collected through a well-prepared questionnaire-based survey.

/pdf/model-centric-strategy-it-alignment-an-empirical-study-in-orq3dtda4c.pdf

Model-Centric Strategy-IT Alignment: An Empirical Study in Progress

The decentralization of organizations and subsequent change to their management and operation style requires major changes in organization processes and heavily involves the IT. This paper demonstrates, however, that EA is primarily aimed at centralized organizational structures and as such has shortcomings when applied to decentralized organizations. Overcoming these deficiencies requires new principles to be introduced and incorporated into EA knowledge. A potential source for these principles are peer-to-peer architectures, which tackles the problem of decentralization in its own way. This paper presents prevalent decentralization principles from peer-to-peer, and how they have the potential to be applied to EA.

On the Changing Role of Enterprise Architecture in Decentralized Environments: State of the Art

Analysis of Enterprise Modeling Approaches for Modeling Business Strategy

Stewart Green , Gil Regev , Pnina Soffer and Jelena Zdravkovic 1 Faculty of Computing Engineering and Mathematical Sciences, University of the West of England, Bristol, UK 2 Ecole Polytechnique Federale de Lausanne (EPFL), School of Computer and Communication Sciences, CH-1015 Lausanne, Switzerland 3 MIS Department, Haifa University, Carmel Mountain 31905 Haifa, Israel 4 Department of Computer Science, Royal University of Technology, Stockholm, Sweden

https://onlinelibrary.wiley.com/doi/pdf/10.1002/spip.308

Jelena Zdravkovic

Papers

Towards Guidelines for the Evolution of E-Service Environments

Model-Centric Strategy-IT Alignment: An Empirical Study in Progress

On the Changing Role of Enterprise Architecture in Decentralized Environments: State of the Art

Analysis of Enterprise Modeling Approaches for Modeling Business Strategy

Business processes and support systems: design for flexibility