本課程教學大綱已提供完整英文資訊（本選項僅供統計使用，未提供完整英文資訊者，得免勾記）【Provide information of course syllabus in English.(This is for statistical use only. For those who do not provide information of course syllabus in English, do not check this field.)】
Advances in information technology (IT) have transformed business models, organization structures and processes, and the methods for sustaining innovation and firm performance. IT has impacted business activities such as product design, production, purchasing, marketing, customer and supplier relationships, and human resource management, and contributed significantly to productivity growth. Most firms have realized that information technology-based innovation is a strategic imperative. The Internet and associated technological innovations have helped in restructuring the global economy into a networked economy, characterized by unprecedented levels of electronically-mediated communication, collaboration, and commerce. With information technologies becoming an important force shaping entire industries and value creation in firms, it is important that future business leaders understand the potential role of IT in creating value and competitive advantage. Five main themes are emphasized in this course: 1. The strategic role of information technologies: How information technologies impact business operations and strategy, transform business models and facilitate innovation in contemporary firms, and catalyze the emergence of new industries. 2. Identifying the current and emerging information technologies of particular significance, and how they impact organizational work processes, customer relationships, and extended enterprise networks. 3. Identifying the innovative trends in the organizational use of information technologies (e.g., social networking, business intelligence, extended enterprises). 4. Evaluating how the business value of information technologies should be assessed and synchronized with other important business processes and activities. 5. Highlighting the managerial practices that are vital for the effective leverage of information technologies. To address the above themes, every business executive must be able to think of information technologies as a strategic resource. They must find answers to the following questions: • How can I use information technology to improve work processes and practices within my work unit? • How exactly does a proposed idea about IT use add real value to my work unit? • What will be the actual total cost of the project? • How can I convince others to support the technologies that are most valuable for my work unit? • If implemented, will my employees use the installed technology? What can I do to make sure these employees use the installed technology and use it well? • Why do our competitors always seem to be one step ahead of us with regard to information technology? • Is it ever possible to create a sustainable competitive advantage with information technology? • Are we spending too much on IT? • What new entrepreneurial opportunities and business does information technology facilitate? How should I assess the economic and strategic aspects of these opportunities? Overall, this course will help students understand how managers align IT investments with their firms’ business strategies, processes, and skills to create competitive advantage and superior performance. It will present an integrative perspective around business processes, information, and information technologies. Learning in the course will be accomplished through a combination of lectures and case discussions.
本課程希望能幫助學員得以宏觀的視野 (1) 檢視資訊科技的創新、策略運用及其對企業經營的關鍵影響 (2) 瞭解資訊科技之發展趨勢，及其在不同產業之應用、價值與挑戰 (3) 善用資訊科技，在其產業建構出有價值的創新應用與創造競爭優勢 Course Objectives： The objectives of this course are as follows: 1. to help students develop sophisticated understanding of the links between IT, business strategy and business process. 2. to better prepare students to analyze and evaluate business challenges for maximizing the impact of IT on products, processes and services in different settings. 3. to provide students with an appreciation for the organizational and managerial practices that complement IT investments and are needed to extract the appropriate return on the IT investments.
參考書/教科書/閱讀文獻 Reference book/ textbook/ documents
No copies for intellectual property rights. Textbooks provided by the instructor used only for self-study, can not broadcast or commercial use
Year of publish
每週課程內容及預計進度 Weekly scheduled progress
Content and topic
Module 1: Business Model, Innovation & E-Business
Business Model & Innovation (Chap 1, Kodak and & New England Wires & Cables) Case[科技賦能]: 科技賦能農村發展：沙集模式之價值共創生態系(附錄1A) Case[社群活動]:太陽花學運－科技奇幻之旅(附錄1B) Case[破壞性創新]: 柯達& New England Wires & Cables (+Video) Case (E-Health): HelloHealth
Value Configuration & E-Business (Chap 2 & Cases) Case (Value Chain) : Asus、Healthcare Process
Case (Value Shop): Lion Travel、Diagnosis On-Demand (part of Sermo) Case (Value Network): e-Bay、PatientsLikeMe、sermo、doximity Case (C2C): 淘寶網(附錄2B) + 淘寶網vs. e-Bay (+中文個案) Case (Value Co-creation Ecosystem): HINA City O2O (附錄2C)
Module 2: Business Innovation & Value Creation Business Innovation & Value Creation (Chap 3 & Cases) Case[策略]: Otis (改變願景), Uitox (跨境&全球在地化), Case[策略創新]: 匯美創新轉型個案－以茵曼品牌為例(附錄3D)
Case[文創]: 林百貨(附錄3A)、Comagic (+Video, 附錄3E) Case[企業價值活動]: Gloria Material Technology Corporation (附錄3B榮剛) Case[企業價值活動]: Li & Fong(附錄3C)、ZARA(附錄2A) Case[金融&Bank3.0]:螞蟻金服－誰說金融服務不能躍上電商前台(+Video) Case: E-Health Innovation (e-med, American Well, Stanford MyHealth)