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

Business collaborations between actors encompass different business objectives, such as making product awareness, buying or selling specific products or goods, providing post-sale services, and so forth. Thereby, a clear identification of required business transactions is vital for modeling complex business collaboration, as well as for their further implementation with IT systems. Although value-oriented approaches are used to model businesses, a question remains about how to systematically identify business transactions and the values exchanged by these transactions. In this paper we propose a method for creating more exploratory business models using a defined class of business transaction as a basis for identifying the exchanged values spanning entire collaboration life-cycles.

/pdf/modeling-business-transactions-from-the-value-and-4t3vn87mvc.pdf

Modeling Business Transactions from the Value and Collaboration Perspective

/pdf/guest-editorial-for-emmsad-2020-special-section-2pb92s3n5y.pdf

Guest editorial for EMMSAD’2020 special section

Current advancements in the business arena necessitate more than ever before the alignment of The Business and IT in organizations, which has been acknowledged as a complex issue to address. Our research is aimed at systematically addressing the linkage between business strategy and information systems (IS). We propose a model-driven approach for alignment, by leveraging the influence of established business strategy formulations from Strategic Management, and model-driven principles used within IS. The objective of this paper is to present the results of an empirical investigation carried out in Sweden on the linkage seeking to obtain insights from practitioners about the relevance of the problem, as well as of our model-driven proposal to address it.

/pdf/model-driven-alignment-an-empirical-study-59pqtkzjev.pdf

Model-Driven Alignment : an Empirical Study

Capability management has been the subject of a lot of research during the past years. Many of the results achieved have been presented in the previous chapters. Although the advancements have been substantial, a number of open issues and research questions remain. The chapter gives a summary on the ongoing research in the field and an outlook on future activities. More specifically, we discuss capability management for increasing cyber resilience, supporting digital transformation in organizations, managing big data, as well as carrying out continuous information system development.

Jelena Zdravkovic

Papers

Modeling Business Transactions from the Value and Collaboration Perspective

Guest editorial for EMMSAD’2020 special section

Model-Driven Alignment : an Empirical Study

Future of Capability Management

Workshop Proceedings Preface