Business management and digital technologies (Academic Year 2016/2017)

None

Objective of the training is to provide tools and analytical theory on analysis of the relationship between ICT and network organizations in different sectors and organizational contexts, in order to:

• Understand and use the fundamental organizational theories
• Develop capacities for applying theories to practice
• Develop problem solving capacities with best practices discussion and case study analysis

Following a synthesis of the contents of the course will be provided.

Section I: Structure, types and main features of network organizations

• The network organization: a contemporary organization design
• Strategic alignment in Network organizations
• Leading network organizations: strategic mission and vision

Video-lessons: 1, 2, 3

Section II: Activities, business model and management systems in network organizations

• Collaboration in the Supply Chain. EDI based collaboration
• New business models in network organizations
• Business model architecture for network organizations
• Virtual Firms and e-servuction/E-servitization process
• Knowledge Management and network organizations
• Co-opetition and co-production
• Collaboration in the Supply Chain Internet based collaboration
• Network organizations to create shared value
• Customer value o-creation and Customization
• Customer Relationship Management Systems (CRMS) in network organization

Video-lessons: 4, 5, 6, 7, 8, 9, 10, 11, 12, 13

Section III: Understanding Social Dimension in network organizations

• Optimizing internal collaborations in Network organizations
• Motivation and incentive systems for network organizations
• Leadership approaches for network organization
• Network organizations and intercultutal competence
• Network organization and inclusive HRM
• Communication and employee engagement in the network organizations

Video-lessons: 14, 15, 16, 17,18, 19

Section IV: Marketing, branding and native advertising

• Network organizations and integrated strategic marketing approach Creativity And Innovation
• Coperate branding in network organizations Organizational Culture
• Native advertising and network organizations

Video-lessons: 20, 21, 22

•  Camarinha-Matos Luis M., Afsarmanesh Hamideh, Galeano Nathalie and Molina Arturo (2009):  Collaborative networked organizations – Concepts and practice in manufacturing enterprises. Computers & Industrial Engineering, Vol. 57, pp. 46–60.

•  Romero david, Galeano Nathalie and Molina Arturo (2009): Mechanisms for assessing and enhancing organisations’ readiness for collaboration in collaborative networks. International Journal of Production Research, Vol. 47 (17), pp. 4691-4710.

•  Satell Greg (2015): What makes an organization “networked”? Harvard Business Review, June 8.

•  Johnson Gerry, Scholes Kevan and Whittington Richard (2008): Exploring corporate strategy. Prentice Hall, Chapter 1,2 and 4.

•  Küng, Lucy (2015): Innovators in digital news. I.B. Tauris& Co.

•  Osterwalder Alexander and Pigneur Yves (2010): Business Model Generation. John Wiley & Sons, Chapter 1, pp. 14-51.

•  Kaplan, Saul (2012): The business model innovation factory. John Wiley & Sons, Chapter 2, pp. 17-35.

•  Osterwalder Alexander and Pigneur Yves (2010): Business Model Generation. John Wiley & Sons, Chapter 2, pp. 108-120.

•  Kaplan, Saul (2012): The business model innovation factory. John Wiley & Sons, Chapter 4, pp. 55-77.

•  Chesbrogh Henry (2006): Open Business Models: How To Thrive In The New Innovation Landscape. Harvard Business Review Press.

•  Furr, Nathan and Dyer, Jeff (2014): The innovators method. Harvard Business Review Press.

•  Reinholt Mia and Pedersen Torben (2011): Why a central network position isn’t enough: the role of motivation and ability for knowledge sharing in employee networks. Academy of Management Journal, Vol. 54 (6), 1277-1297.

Content and process motivation theories

•  Berl, Robert L. and Williamson, Nicholas C. (1987): A Review of the Content Theories of Motivation as They Apply to Sales and Sales Management. American Business Review, Vol. 5 Issue 1.

•  Vicere Albert A. (2002): Leadership in the networked economy. Human Resource Planning, Vol. 25 Issue 2, pp. 26-33.

•  Baker Ellen and Kan Melanie (2011): Developing a collaborative network organization: Leadership challenges at multiple levels. Journal of Organizational Change, Vol. 24 (6), pp. 853-875.

•  Müller-Seitz Gordon (2012): Leadership in interorganizational networks: A literature review and suggestions for future research. International Journal of Management Reviews, Vol. 14, pp. 428-443.

•  Anderson Marc H. and Sun Peter Y.T. (2015): The downside of transformational leadership when encouraging followers to network. The Leadership Quarterly, Vol. 26, pp. 790-801.

•  Adler, Nancy J. with Gunderson Allison (2008), International Dimensions of Organizational Behavior, Fifth Edition, Cengage Learning, Chapter 2.

•  Hofstede Geert, Hofstede Gert Jan, Minkov Michael (2010), Cultures and Organizations: Software of the Mind, 3rd Edition, McGraw-Hill, Part I,II and III

•  Ferman Bernardo M. and Deane Barbara R. (2014), Diversity at Work: The Practice of Inclusion, San Francisco: Wiley and Sons, Chapters 3,4, 5.

•  Ferman Bernardo M. and Deane Barbara R. (2014), Diversity at Work: The Practice of Inclusion, San Francisco: Wiley and Sons, Chapter 6.

•  Adler, Nancy J. with Gunderson Allison (2008), International Dimensions of Organizational Behavior, Fifth Edition, Cengage Learning, Chapter 6.

•  Syed Jawad and Ozbilgin Mustafa (2015), Managing Diversity and Inclusion, London: Sage, Part I, Chapter 2

•  Ferman Bernardo M. and Deane Barbara R. (2014), Diversity at Work: The Practice of Inclusion, San Francisco: Wiley and Sons, Chapters 7, 8, 12.

•  Vance Charles M., Paik Yongsun (2015), Managing a global workforce: Challenges and Opportunities in International Human Resource Management, 3rd edition, New York: Routledge, Chapter 2.  

•  Dessler Gay (2015), Human Resource Management, 14th edition, Harlow: Pearson, Chapter 2.

•  Georgiades, Stavros (2015): Employee engagement in media management. Creativeness and organizational development. Springer International Publishing.

Students are expected to be fully engaged in the entire learning process. This means that students have the opportunity to prepare three case studies. On the web site of the course students find for each case the relative assignment.

The cases are designed to integrate the concepts from the case into the context of the course.

With the cases’ preparation, each student will develop:

1. The ability to set the parameters for the problem (key concepts from the case).
2. A depth of knowledge about the case subject (understanding of material, good response to the observations of others).
3. The ability to tie-in case with other course concepts.