Introductory description

The main aim of the DBS module is to offer a broad perspective on the design and implementation of effective digital business strategies for contemporary organizations.

Module web page

Module aims

Outline syllabus

This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.

The transformative potential of digital technology for strategy and strategizing is significant, and we are increasingly recognizing how this potential is turning into a new business reality. The pervasive use of digital technology as reflected in, for instance, self-driving cars, robotic technology, and language technology is impressive in itself. It will most certainly promise to challenge what we know about transportation, service work, and intellectual activity. In this regard, digital technology is no longer merely a way of more efficiently supporting business processes, but also something that will radically shape the core of what companies do. At a time when progress in digital technology has made what seemed impossible, possible, the implications for strategy and strategizing are profound. It is therefore useful to more closely investigate traditional strategy approaches and how they are shaped for making strategy work in the digital age. Such strategy approaches include the ideas of strategically positioning the firm within a competitive landscape, leveraging existing resources and capabilities, or continuously seeking to seize emerging opportunities.
A starting-point of the module is that platforms and platform ecosystems are increasingly important as firms strategise. First, many digital ventures develop new platform-based business models that challenge traditional ones. For instance, AirBnB challenges the traditional hotel business, and Turo challenges the traditional rental car business. At the same time, established and successful firms like General Electric are making significant attempts to transform themselves by using platform-based models.
Another part of the module concerns digital transformation and how firms can accomplish change management by leveraging digital technology. This part of the module will include a group project that deals with strategic planning of digital transformation.

Learning outcomes

By the end of the module, students should be able to:

• Demonstrate an understanding of how digital technology affects the process by which business strategies are created, and the context in which they are implemented.
• Demonstrate an understanding of platform strategy and how it can used to develop new concepts of digital innovation and related digital business strategies
• To be able to review key challenges and dilemmas faced by organisational stakeholders such as Chief Information Officer (CIO) and the Chief Digital Officer (CDO)

Indicative reading list

Book:
Parker, G.G., Van Alstyne, M.W., and Choudary, S.P. 2016. Platform Revolution: How Networked Markets Are Transforming the Economy and How to Make Them Work for You. New York and London: W. W. Norton & Company.
Teaching Cases:
Dremel, C., Wulf, J., Maier, A., and Brenner, W. 2018. "Understanding the value and organizational implications of big data analytics: the case of AUDI AG," Journal of Information Technology Teaching Cases, 8(2), pp. 126–138.
Hagiu, A., and Altman, E. J. 2013. "Intuit QuickBooks: From Product to Platform," HBS Teaching Case 9-714-433.
Kim, W.C., Mauborgne, R. and Ling, K., 2011. "Making a Blue Ocean Strategic Move That Discourages Imitation: The Case of Wikipedia," INSEAD 06/2014-5694.
Moon, Y. 2017. "Uber: Changing the Way the World Moves," HBS Teaching Case 9-316-101.
Articles:
Bharadwaj, A., Sawy, El, O. A., Pavlou, P. A., & Venkatraman, N. 2013. "Digital Business Strategy: Toward a next generation of insights," MIS Quarterly, 37(2), pp. 471–482.
Constantinides, P., Henfridsson, O., and Parker, G. 2018 "Platforms and Infrastructures in the Digital Age," Information Systems Research, 29(2), pp. 381-400.
Constantinides, P. and Barrett, M. 2015. "Information Infrastructure Development and Governance as Collective
Action," Information Systems Research, 26(1), pp. 40-56.
Culnan, M. J., McHugh, P. J., & Zubillaga, J. I. 2010. How large US companies can use Twitter and other social media to gain business value. MIS Quarterly Executive, 9(4), pp. 243-259.
Ghazawneh, A., and Henfridsson, O. 2013. "Balancing Platform Control and External Contribution in Third-Party Development: The Boundary Resources Model," Information Systems Journal, 23(2), pp. 173-192.
Kohli, R., and Grover, V. 2008. Business Value of IT: An Essay on Expanding Research Directions to Keep up with the Times. Journal of the Association for Information Systems, 9(2), pp. 23–39.
Lusch, R. F., & Nambisan, S. 2015. "Service Innovation: A Service-Dominant Logic Perspective," MIS Quarterly, 39(1), pp. 155–175.
McAfee, A., and Brynjolfsson, E. (2017) The Business of Artificial Intelligence. Harvard Business Review. July 18, 2017. Available at: https://org/cover-story/2017/07/the-business-of-artificial-intelligence.
Rai, A., Constantinides, P., and Sarker, S. (2019) "Next Generation Digital Platforms: Toward Human-AI Hybrids" MIS
Quarterly, 43(1), iii-ix.
Sarker, S, Sarker, S., Sahaym, A., & Bjørn-Andersen, N. 2012. Exploring Value Cocreation in Relationships Between an ERP Vendor and its Partners: A Revelatory Case Study. MIS Quarterly, 36(1), 317–338.
Yoo, Y., Henfridsson, O., and Lyytinen, K. 2010. "The New Organizing Logic of Digital Innovation: An Agenda for Information Systems Research," Information Systems Research (21:4), pp 724-735.

Subject specific skills

Demonstrate the ability to apply platform strategy including notions such as network effects, multi-sided markets, platform architecture, core interaction, and platform governance.
Demonstrate the ability to generate digital business strategies.
Demonstrate the ability to critically analyse digital business strategies.

Transferable skills

Written skills.
Presentation skills.