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Summary

Background: A sound understanding of management and information management as provided in the courses “Managing the Information Age Organization” and “Information Management Tasks & Techniques”. Main topics and learning objectives: This course deepens the students’ understanding of IM tasks and techniques in that it enables them to assess underlying theoretical propositions in more detail. To this end, the lecture introduces important management theories, including market, resource and capability based theories of strategic information systems, IT strategy theory, IT value and productivity theory, organization theory of IT and theories of sourcing and governing the information function. Moreover, on the basis of this theoretical knowledge, critical issues of IM are discussed in the light of the controversial academic discussions surrounding them. The course builds on well-prepared class discussions rather than traditional lectures. The lecturer will support learning by carefully selecting papers and placing them into a broader “theoretical landscape”. He will moderate and facilitate the discussions, and provide feedback on the assignments during the semester (reading papers, preparing presentations, writing minutes).

Learning outcomes

Academic: The overall aim of this course is to give students access to the academic debate on IM. More specifically, the course is intended to introduce students to the international academic debate on the most important or discussed issues of information management. The students will gain insight into the theories underlying the frameworks and techniques proposed for solving IM tasks and will be able to assess these tools and the underlying theories critically. Soft skills: In addition to providing students with the capabilities to deal with academic literature reflectively, the course helps to further the students’ ability to take an active part in academic discussions. This ability is based on a combination of reading, thinking, writing, discussing and listening skills.
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