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

Competitiveness and growth on an international market is for many businesses tightly coupled to their ability of quickly implementing new company strategies, business services and products or market entries. Capability management is among the approaches proposed to tackle these challenges. A feature is capturing the context of capability delivery and providing mechanisms for configuring the delivery. Among the work on capability management is the capability-driven design and delivery (CDD) approach that has been proposed by the EU-FP7 project CaaS. The aim of this paper is to contribute to CDD by (i) introducing different strategies for capability modelling, (ii) elaborating on the differences between these strategies, and (iii) contributing to an understanding of what strategy should be used under what preconditions. The paper addresses these aspects by describing the strategies and initial experiences gathered with them.

Strategies for Capability Modelling: Analysis Based on Initial Experiences

Business modelling can be used as a starting point for business analysis The core of a business model is information about resources, events, agents, and their relations The motivation of a busin 

/pdf/enterprise-sustainability-through-the-alignment-of-goal-5buw6vu4w8.pdf

Enterprise Sustainability through the Alignment of Goal Models and Business Models

E-Business is constantly growing as organizations are trying to integrate electronically in order to automate exchange of information and services. To construct inter-organizational processes, the involved enterprises must agree on ways how to invoke process services on the business partner’s system. A problem is that existing processes are so diverse in protocols, activity and message forms that it is impossible to start collaboration without comprehensive adaptations. In this paper, we propose a framework for interoperation of processes, which is based on requirements for equivalence of document exchanges. We argue that this level of equivalence is sufficient to enable existing enterprise processes to collaborate without internal redesign. The proposed framework is aimed to facilitate process collaboration by using a mediator layer to perform necessary adaptations, while minimizing requirements for process similarity.

/pdf/cooperation-of-processes-through-message-level-agreement-3xt19vkw36.pdf

Cooperation of processes through message level agreement

Requirements engineering has traditionally been stakeholder-driven. In addition to domain knowledge, widespread digitalization has led to the generation of vast amounts of data (Big Data) from heterogeneous digital sources such as the Internet of Things (IoT), mobile devices, and social networks. The digital transformation has spawned new opportunities to consider such data as potentially valuable sources of requirements, although they are not intentionally created for requirements elicitation. A challenge to data-driven requirements engineering concerns the lack of methods to facilitate seamless and autonomous requirements elicitation from such dynamic and unintended digital sources. There are numerous challenges in processing the data effectively to be fully exploited in organizations. This article, thus, reviews the current state-of-the-art approaches to data-driven requirements elicitation from dynamic data sources and identifies research gaps. We obtained 1848 hits when searching six electronic databases. Through a two-level screening and a complementary forward and backward reference search, 68 papers were selected for final analysis. The results reveal that the existing automated requirements elicitation primarily focuses on utilizing human-sourced data, especially online reviews, as requirements sources, and supervised machine learning for data processing. The outcomes of automated requirements elicitation often result in mere identification and classification of requirements-related information or identification of features, without eliciting requirements in a ready-to-use form. This article highlights the need for developing methods to leverage process-mediated and machine-generated data for requirements elicitation and addressing the issues related to variety, velocity, and volume of Big Data for the efficient and effective software development and evolution.

/pdf/data-driven-requirements-elicitation-a-systematic-literature-2wae51b55h.pdf

Data-Driven Requirements Elicitation: A Systematic Literature Review

To improve the alignment between business and IT, this paper explores how to make Enterprise Architecture (EA) aware of consumer values. Current proposals in enterprise modeling recognize the need for modeling user needs, or values. However they do not classify them nor do they provide means to obtain them. In our study, these are first introduced as basic values captured via Schwartz’s Value Survey, a cross-culturally applicable tool from the world of psychology, which are mapped onto Holbrook’s Typology of Consumer Values. Additionally, because formal models require inputs that are more concrete than abstract, and through this proposal, the indistinct values of consumers can be transformed and formalized to be incorporated into enterprise architecture, represented here by ISO/IEC 42010. The novelty of this work is found in the method for operationalizing consumer values for their alignment and utilization within information systems.

/pdf/consumer-value-aware-enterprise-architecture-4s6qnuive8.pdf

Jelena Zdravkovic

Papers

Strategies for Capability Modelling: Analysis Based on Initial Experiences

Enterprise Sustainability through the Alignment of Goal Models and Business Models

Cooperation of processes through message level agreement

Data-Driven Requirements Elicitation: A Systematic Literature Review

Consumer Value-Aware Enterprise Architecture