Introductory description

The module adopts a broad view of Information Systems (IS) defined as complex integrated constellations of hardware, software, and data that represent, facilitate, and automate different business processes within and across different functions and for various internal and external actors. Managing IS (MIS) concerns all stages of the lifecycles of a system or its sub-systems (e.g., prospecting, initiating and architecting, selecting, building, implementing, using and operating, leveraging for business value, maintaining and updating, and terminating). The module offers theoretical frameworks to analyse these issues and uses several practical examples and hands-on activities.

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 module begins with conceptualizing information systems (IS) as complex artifacts composed of various digital technologies in organizations used by people in support of strategies and processes within social contexts with differing performance effects and strategic implications. IS and management of it are then linked to the notion of enterprise architecture (EA).

Next, the module carries out a deep dive on different layers of EA by presenting their foundations and discussing some critical issues regarding each. By focusing on the IT infrastructures layer, core system components (e.g., databases, algorithms, networks, end points, and user interfaces) are overviewed. Looking at the application layer, different system types are distinguished (e.g., ERPs vs CRMs vs application-specific digital artifacts such as an AI tool). Within the business layer, the importance of business processes is highlighted, and IS is linked to the notions of business process representation, integration, augmentation and automation, also business process modelling/mining and added-value diagnosis. Focusing on the data layer, the link between organizational representation/integration and enterprise data governance are discussed.

Second, the module digs deep on the management of IS and links with the governance of EA are discussed. Different critical issues over a system lifecycle (from prospecting to initiation to acquisition to implementation to termination of legacy systems) are highlighted. A special attention is paid to the critical issues around managing system design and selection (requirements analysis, multi-criteria decision making based on task technology fit), managing system development and implementation (with a brief overview of incremental and iterative approaches), and managing system use (with a theoretical focus on phenomena such as adoption, post-adoption, effective use, deep feature use, and innovative use, and user resistance).

In this module, the student experience of information systems is underpinned by engagement with several hands-on activities including modelling real-world IT-enabled processes, using real-world information systems (e.g., realistic business simulations using SAP and ERPsim), and analyzing real-world enterprise architectures.

Learning outcomes

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

• Demonstrate a comprehensive understanding of key concepts (e.g., complex systems), theories (e.g., organizational representation and integration), frameworks (e.g., enterprise architecture) regarding the design, implementing, management and governance of information systems and their effects in contemporary organizations.
• Exhibit a deep understanding of current critical issues over the lifecycle of information systems (e.g., managing legacy systems, system complexity, effective use, and user resistance)
• Demonstrate an advanced understanding of key foundational, trending, and emerging technologies (e.g., databases, ERPs, microservices) and related techniques/methodologies (e.g., process modelling, requirement analysis) at a level required for being confident to partake in managing and leading information systems
• Critically analyse advantages and disadvantages of available technology alternatives under the light of identified business requirements to identify most suitable solutions
• Evaluate the intertwined social and technical issues faced by implementing information systems

Indicative reading list

Journal Articles

• Kotusev, S., & Kurnia, S. (2021). The theoretical basis of enterprise architecture: A critical review and taxonomy of relevant theories. Journal of Information Technology, 36(3), 275-315.
• Ajer, A. K. S., Hustad, E., & Vassilakopoulou, P. (2021). Enterprise architecture operationalization and institutional pluralism: The case of the Norwegian Hospital sector. Information Systems Journal, 31(4), 610-645. https://doi.org/10.1111/isj.12324
• Kotusev, S. (2018). TOGAF-based enterprise architecture practice: an exploratory case study. Communications of the association for information systems, 43(1), 20.
• Kotusev, Svyatoslav (2018) "Enterprise Architecture: A Reconceptualization Is Needed," Pacific Asia Journal of the Association for Information Systems: Vol. 10 : Iss. 4 , Article 2. DOI: 10.17705/1pais.10401 Available at: https://aisel.aisnet.org/pajais/vol10/iss4/2
• Recker, J., Indulska, M., Green, P., Burton-Jones, A. and Weber, R., 2019. Information systems as representations: A review of the theory and evidence. Journal of the Association for Information Systems, 20(6), Article 5
• Barki, H. and Pinsonneault, A., 2005. A model of organizational integration, implementation effort, and performance. Organization science, 16(2), pp.165-179.
• Hillol Bala, Mohammad Mobashar Hossain, Akshay Bhagwatwar & Xuan Feng (2020) Ownership and governance, scope, and empowerment: how does context affect enterprise systems implementation in organisations in the Arab World?, European Journal of Information Systems
• Wessel, L., Baiyere, A., Ologeanu-Taddei, R., Cha, J., & Blegind-Jensen, T. (2021). Unpacking the difference between digital transformation and IT-enabled organizational transformation. Journal of the Association for Information Systems, 22(1), 102-129.
• Van Looy, A. (2021). A quantitative and qualitative study of the link between business process management and digital innovation. Information & Management, 58(2), 103413.
• Grisold, T., vom Brocke, J., Gross, S., Mendling, J., Röglinger, M., & Stelzl, K. (2021). Digital innovation and business process management: opportunities and challenges as perceived by practitioners. Communications of the Association for Information Systems, 49(1), 27.
• Khoirunnisa, O., Pertiwi, D. A. A., Dianti, E. N., Fattah, A. M. M., & Budiman, K. (2021). Improvement business process model and notation on the drink distribution industries using six core element. Journal of Soft Computing Exploration, 2(2), 99-106.
• Rahrovani, Y. and Pinsonneault, A., 2020. Innovative IT use and innovating with IT: A study of the motivational antecedents of two different types of innovative behaviors. Journal of the Association for Information Systems, 21(4), p.5.
• Pacheco, C., García, I. and Reyes, M., 2018. Requirements elicitation techniques: a systematic literature review based on the maturity of the techniques. IET Software, 12(4), pp.365-378.
• Abraham, R., Schneider, J. and Vom Brocke, J., 2019. Data governance: A conceptual framework, structured review, and research agenda. International Journal of Information Management, 49, pp.424-438.
• Galy, E., & Sauceda, M. J. (2014). Post-implementation practices of ERP systems and their relationship to financial performance. Information & Management, 51(3), 310-319.
• Haddara, M. (2018). ERP systems selection in multinational enterprises: a practical guide. International Journal of Information

Systems and Project Management, 6(1), 43-57.

• Heredia-Calzado, M., & Duréndez, A. (2019). The influence of knowledge management and professionalization on the use of ERP systems and its effect on the competitive advantages of SMEs. Enterprise Information Systems, 13(9), 1245-1274.
• Ilie, V., & Turel, O. (2020). Manipulating user resistance to large-scale information systems through influence tactics.

Information & Management, 57(3), 103178.

• Pereira, V. R., Maximiano, A. C. A., & de Souza Bido, D. (2019). Resistance to change in BPM implementation. Business

Process Management Journal.

• Kiran, T., & Reddy, A. (2019). Critical success factors of ERP implementation in SMEs. Journal of Project Management, 4(4), 267-280.
• Radhakrishnan, A., Davis, J. S., Sridharan, S. V., Moore, D. W., & David, D. (2018). The impact of inter-organizational information systems-enabled external integration on capabilities of buyer–supplier dyads. European Management Journal, 36(4), 558-572.
• Zammuto, R. F., Griffith, T. L., Majchrzak, A., Dougherty, D. J., & Faraj, S. (2007). Information technology and the changing fabric of organization. Organization science, 18(5), 749-762.

Relevant books and other readings

• Laudon, K. C., & Laudon, J. P. (2015). Management information systems (p. 143). Upper Saddle River: Pearson.
• Wailgum, T. (2009), The future of ERP: Why the 'big ERP' approach is dead, URL:

https://www.infoworld.com/article/2628850/the-future-of-erp--why-the--big-erp--approach-is-dead.html

Subject specific skills

Conduct original analysis of a real business situation to define and analyse problems, elicit requirements, formulate ideas and identify/articulate satisfying solutions (e.g., enterprise architecture updates), and develop and execute plans to critically evaluate these

Transferable skills

Deliver written communications tailored to the audience by making well-evidenced and logically coherent arguments that make a reasonable use of relevant jargon

Demonstrate professional relationships with others (including collaborating with, managing, leading, and exchanging feedback with them) in the context of information systems and digital innovation considering professional/disciplinary norms