DIGIB101-19B (HAM)

The World of Digital Business

15 Points

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Division of Management
School of Management and Marketing

Staff

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Convenor(s)

Lecturer(s)

Administrator(s)

: f.mostafa@waikato.ac.nz
: helena.wang@waikato.ac.nz
: lori.jervis@waikato.ac.nz

Placement Coordinator(s)

Tutor(s)

Student Representative(s)

Lab Technician(s)

Librarian(s)

: nat.enright@waikato.ac.nz

You can contact staff by:

  • Calling +64 7 838 4466 select option 1, then enter the extension.
  • Extensions starting with 4, 5, 9 or 3 can also be direct dialled:
    • For extensions starting with 4: dial +64 7 838 extension.
    • For extensions starting with 5: dial +64 7 858 extension.
    • For extensions starting with 9: dial +64 7 837 extension.
    • For extensions starting with 3: dial +64 7 2620 + the last 3 digits of the extension e.g. 3123 = +64 7 262 0123.
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Paper Description

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Digital business involves transforming customer experiences using cutting edge technologies and systems. Information and communications technologies (such as, the internet, social media, mobile) have fundamentally altered the way in which business is planned, led, and executed. Using lectures, lab-based practical, individual projects, and assignments, this introductory paper covers all aspects associated with the ever-evolving field of digital business. Lectures provide an overview of digital business including key messages for entrepreneurial firms wishing to transform customer experiences using digital technologies. The lab-based practical, project and online discussion provide exposure to a number of digital business development opportunities.

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Paper Structure

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DIGIB101 offers a variety of learning experiences and assessments. A two-hour lecture is on Monday afternoon (4:00-6:00 in L.G.01) accompanied by in-class activities. An online discussion forum allows students the opportunity to comment on major questions that arise from the lecture topic. One test assesses your understanding of this lecture-based learning. Significant hands-on learning happens in small practical assignments taught in lab sessions and applied in an end-of-semester group project. In 2015-18 post-paper evaluations, students described these practicals as useful, engaging, interesting, and fun.

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Learning Outcomes

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Students who successfully complete the course should be able to:

  • Define and describe fundamental concepts and types of digital business with examples.
    Linked to the following assessments:
  • Comprehend the mechanics of the new economies: Information, Network, Sharing, & Machine Economies
    Linked to the following assessments:
  • Understand the emerging digital business technologies (such as IoT, block-chain, robotics) and their impact on business.
    Linked to the following assessments:
  • Comprehend digital transformation, digital strategy, digital marketing, social commerce, and social media analytics concepts and issues.
    Linked to the following assessments:
  • Recognise, identify, and explain critical issues surrounding managing digital business including strategies, policies, securities, and privacy.
    Linked to the following assessments:
  • Apply basic digital business technical skills to web site design, blogs, social media profiles, and building mobile applications.
    Linked to the following assessments:
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Assessment

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Group Project

The group project will be graded based on the following criteria:

  • Is the team focused on an interesting/innovative/unique emerging technology-driven business idea or a business model? (25%);
  • A written report has been submitted elaborating the elements (i.e., products/services, operational plan, market analysis, organization, cybersecurity plan, and management, etc.) of the business plan (20%);
  • A professional looking and functional business website has been designed and implemented (15%);
  • A professional looking and functional business app has been designed and implemented (10%);
  • A professional looking and functional blog, social media profiles (mainly Facebook and Twitter) are created (10%);
  • A 5 min video portfolio (explaining the business model, website, app, and social media profiles) has been submitted (20%);

Test
The test will be marked based on the following criteria.

Test Criteria050607080100

Articulation

Concisely and clearly written

Rambling, some irrelevancies and errors, incomplete statements

Reasonably succinct, simple and understandable

Succinct and poignant, clear and grammatically correct

Understanding

Mastery of concepts
(WHAT is this?)

Limited evidence of conceptual understanding, description often incorrect

Reasonable coverage of concepts, description not completely correct

Complete comprehension demonstrated,
description correct

Depth of argument, justification and illustration
(WHY is it this?)

List of points or sweeping statements without justification, not linked to practice or illustrated by examples

Relevant, reasoned argument, justified through practice and/or example

Points and statements fully address main question, comprehensive justification illustrated through appropriate evidence

Computer Practicals and In-Class Activities
Computer practicals and in-class activities will be marked based on the following rubric. Note that each computer practical has its own specific marking guide as well. If you have any questions concerning the practicals, email the tutors.

PRACTICALS Criteria050 6070 80100

Articulation

Concisely and clearly written

Rambling, some irrelevancies and errors, incomplete statements

Reasonably succinct, simple and understandable

Succinct and poignant, clear and grammatically correct

Understanding

Mastery of concepts/ demonstration of technical skill
(WHAT is it?)

Limited evidence of conceptual understanding, description often incorrect, technical skill not demonstrated

Reasonable coverage of concepts, description not completely correct, some technical skill demonstrated

Complete comprehension shown, description correct, mastery of technical skill demonstrated

Evidence
(WHY is it this?)

No justification, not linked to practice or illustrated by examples

Some justification, some links to practice and/or illustrated through examples

Comprehensive justification illustrated through links to practice and/or examples

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Assessment Components

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The internal assessment/exam ratio (as stated in the University Calendar) is 100:0. There is no final exam. The final exam makes up 0% of the overall mark.

The internal assessment/exam ratio (as stated in the University Calendar) is 100:0 or 0:0, whichever is more favourable for the student. The final exam makes up either 0% or 0% of the overall mark.

Component DescriptionDue Date TimePercentage of overall markSubmission MethodCompulsory
1. Group Project
28 Oct 2019
11:30 PM
30
  • Online: Submit through Moodle
2. In Class Learning Activities
20
  • Hand-in: In Lecture
3. Test
7 Oct 2019
4:00 PM
20
  • Hand-in: In Lecture
4. Practical 1: Digital Business Revenue Models
2 Aug 2019
11:30 PM
3
  • Online: Submit through Moodle
5. Practical 2: Website Planning
9 Aug 2019
11:30 PM
3
  • Online: Submit through Moodle
6. Practical 3: Website Development (Wix Editor)
16 Aug 2019
11:30 PM
5
  • Online: Submit through Moodle
7. Practical 4: App Planning and Development
23 Aug 2019
11:30 PM
5
  • Online: Submit through Moodle
8. Practical 5: Blogs Planning and Development
13 Sep 2019
11:30 PM
3
  • Online: Submit through Moodle
9. Practical 6: Social Media Presence
20 Sep 2019
11:30 PM
3
  • Online: Submit through Moodle
10. Practical 7: Social Media Analytics
27 Sep 2019
11:30 PM
4
  • Online: Submit through Moodle
11. Practical 8: Cyber-security Plan and Scan
4 Oct 2019
11:30 PM
4
  • Online: Submit through Moodle
Assessment Total:     100    
Failing to complete a compulsory assessment component of a paper will result in an IC grade
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Required and Recommended Readings

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Required Readings

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Most readings will be supplied via Moodle (mostly cases and short articles). There is NO required book, but the following is recommended.

Dave Chaffey, Digital Business, and E-Commerce Management, Sixth Edition, ISBN-10: 0273786547, ISBN-13: 9780273786542, ©2015, Pearson, Paper, 712 pp.

Other useful texts for this course include:

Farhoomand, A. Managing (e)business transformation: a global perspective, (Basingstoke; New York: Palgrave Macmillan Houndmills, 2004) [ISBN 9781403936042].

Schneider, G. Electronic commerce. (Boston, MA: Thomson Course Technology, 2010) ninth annual edition [ISBN 9780538469241].

Turban, E., J. Lee, D. King, T. Peng Liang and T. Turban Electronic commerce: a managerial perspective. (Upper Saddle River, NJ; London: Pearson Education, 2009) sixth edition [ISBN 9780137034659 (pbk)].

Khan G. F., 2015, seven layers of social media analytics: Mining business insights from social media text, actions, networks, hyperlinks, apps, search engine, and location data, CreateSpace Independent Publishing Platform.

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Recommended Readings

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In addition to the textbook, there are certain key articles associated with each chapter, which you should read:

Week 2 (Intro to Digital Business)

Optimizing Your Digital Business Model, https://sloanreview.mit.edu/article/optimizing-your-digital-business-model/

Nambisan, S., Lyytinen, K., Majchrzak, A., & Song, M. (2017). Digital innovation management: reinventing innovation management research in a digital world. MIS Q., 41(1), 223-238.

Week 3 (New Economies)

Acquier, A., Daudigeos, T., & Pinkse, J. (2017). Promises and paradoxes of the sharing economy: An organizing framework. Technological Forecasting and Social Change, 125, 1-10. doi:https://doi.org/10.1016/j.techfore.2017.07.006

Cheng, M. (2016). Sharing economy: A review and agenda for future research. International Journal of Hospitality Management, 57, 60-70. doi:https://doi.org/10.1016/j.ijhm.2016.06.003

Kathan, W., Matzler, K., & Veider, V. (2016). The sharing economy: Your business model's friend or foe? Business Horizons, 59(6), 663-672. doi:https://doi.org/10.1016/j.bushor.2016.06.006

Korhonen, J., Honkasalo, A., & Seppälä, J. (2018). Circular Economy: The Concept and its Limitations. Ecological Economics, 143, 37-46. doi:https://doi.org/10.1016/j.ecolecon.2017.06.041

Heng, L. H., Othman, N. F. M., Rasli, A. M., & Iqbal, M. J. (2012). Fourth Pillar in the Transformation of Production Economy to Knowledge Economy. Procedia - Social and Behavioral Sciences, 40, 530-536. doi:https://doi.org/10.1016/j.sbspro.2012.03.226

Week 4 (Emerging Technologies)

Ng, I. C. L., & Wakenshaw, S. Y. L. (2017). The Internet-of-Things: Review and research directions. International Journal of Research in Marketing, 34(1), 3-21. doi:https://doi.org/10.1016/j.ijresmar.2016.11.003

Li, F. (2018). The digital transformation of business models in the creative industries: A holistic framework and emerging trends. Technovation. doi:https://doi.org/10.1016/j.technovation.2017.12.004

Week 5 (Digital business infra)

Sousa, M. J., & Rocha, Á. (2018). Skills for disruptive digital business. Journal of Business Research. doi:https://doi.org/10.1016/j.jbusres.2017.12.051

Brzozowska, A., & Bubel, D. (2015). E-business as a New Trend in the Economy. Procedia Computer Science, 65, 1095-1104. doi:https://doi.org/10.1016/j.procs.2015.09.043

Antonio Ghezzi, Manos Dramitinos, Towards a Future Internet infrastructure: Analyzing the multidimensional impacts of assured quality Internet interconnection, Telematics and Informatics, Volume 33, Issue 2, May 2016, Pages 613-630, ISSN 0736-5853, http://dx.doi.org/10.1016/j.tele.2015.10.003

F. Nachira, P. Dini and A. Nicolai, “A Network of Digital Business Ecosystems for Europe Roots,Processes and Perspectives,” 2011.

Week 6 (Social Commerce)

Baghdadi, Y. (2016). A framework for social commerce design. Information Systems, 60, 95-113. doi:https://doi.org/10.1016/j.is.2016.03.007

Boyd, D.M. and N.B. Ellison ‘Social network sites: definition, history and scholarship’, Journal of Computer-Mediated Communication 13 2008, pp.210−30.

Tajvidi, M., Wang, Y., Hajli, N., & Love, P. E. D. (2017). Brand value Co-creation in social commerce: The role of interactivity, social support, and relationship quality. Computers in Human Behavior. doi:https://doi.org/10.1016/j.chb.2017.11.006

Lin, X., Li, Y., & Wang, X. (2017). Social commerce research: Definition, research themes and the trends. International Journal of Information Management, 37(3), 190-201. doi:https://doi.org/10.1016/j.ijinfomgt.2016.06.006

Busalim, A. H., & Hussin, A. R. C. (2016). Understanding social commerce: A systematic literature review and directions for further research. International Journal of Information Management, 36(6, Part A), 1075-1088. doi:https://doi.org/10.1016/j.ijinfomgt.2016.06.005

Week 7 (Digital Business Strategy)

Bharadwaj, A., Sawy, O. A. E., Pavlou, P. A., & Venkatraman, N. (2013). Digital business strategy: toward a next generation of insights. MIS Q., 37(2), 471-482. doi:10.25300/misq/2013/37:2.3

Siew Kien Sia and Christina Soh & Peter Weill (2016). How DBS Bank Pursued a Digital Business Strategy, MIS Quarterly Executive, available online at http://misqe.org/ojs2/index.php/misqe/article/viewFile/529/423

Oestreicher-Singer, Gal and Zalmanson, Lior, Content or Community? A Digital Business Strategy for Content Providers in the Social Age (July 01, 2012). Available at SSRN: https://ssrn.com/abstract=1536768 or http://dx.doi.org/10.2139/ssrn.1536768

Mithas, S., & Lucas, H. C. (2010). What is Your Digital Business Strategy? IT Professional, 12(6), 4-6. doi:10.1109/MITP.2010.154

Week 8 (Digital Business Model)

DaSilva, C. M., & Trkman, P. (2014). Business Model: What It Is and What It Is Not. Long Range Planning, 47(6), 379-389. doi:https://doi.org/10.1016/j.lrp.2013.08.004

Teece, D. J. (2018). Business models and dynamic capabilities. Long Range Planning, 51(1), 40-49. doi:https://doi.org/10.1016/j.lrp.2017.06.007

Achtenhagen, L., Melin, L., & Naldi, L. (2013). Dynamics of Business Models – Strategizing, Critical Capabilities and Activities for Sustained Value Creation. Long Range Planning, 46(6), 427-442. doi:https://doi.org/10.1016/j.lrp.2013.04.002

Week 9 (Digital Marketing)

Kannan, P. K., & Li, H. A. (2017). Digital marketing: A framework, review and research agenda. International Journal of Research in Marketing, 34(1), 22-45. doi:https://doi.org/10.1016/j.ijresmar.2016.11.006

Bughin, J., M. Chui and B. Johnson ‘The next step in open innovation’, The McKinsey Quarterly June 2008, pp.1−9.

Zhang, S., & Cabage, N. (2017). Search engine optimization: Comparison of link building and social sharing.The Journal of Computer Information Systems, 57(2), 148-159.

Iredale S., Heinze A. (2016) Ethics and Professional Intimacy Within the Search Engine Optimisation (SEO) Industry. In: Kreps D., Fletcher G., Griffiths M. (eds) Technology and Intimacy: Choice or Coercion. HCC 2016. IFIP Advances in Information and Communication Technology, vol 474. Springer, Cham

Eric Allen, Jerry Fjermestad, (2001) "E‐commerce marketing strategies: an integrated framework and case analysis", Logistics Information Management, Vol. 14 Iss: 1/2, pp.14 – 23

Week 10 (Digital Transformation)

George Westerman, Didier Bonnet and Andrew McAfee, (2014). The Nine Elements of Digital Transformation, MITSlaon Management Review. https://sloanreview.mit.edu/article/the-nine-elements-of-digital-transformation/

Chu, C. and S. Smithson ‘E-business and organizational change: a structurational approach’, Information Systems Journal 17(4) 2007, pp.369−89

Week 11 (Analytics)
Krishnamoorthi, S., & Mathew, S. K. Business Analytics and Business Value: A Comparative Case Study. Information & Management. doi:https://doi.org/10.1016/j.im.2018.01.005

Khan G. F., 2015, seven layers of social media analytics: Mining business insights from social media text, actions, networks, hyperlinks, apps, search engine, and location data, CreateSpace Independent Publishing Platform (read chapter 1).

Boying Li, Eugene Ch’ng, Alain Yee-Loong Chong, Haijun Bao, Predicting online e-marketplace sales performances: A big data approach, Computers & Industrial Engineering, Volume 101, November 2016, Pages 565-571, ISSN 0360-8352, http://dx.doi.org/10.1016/j.cie.2016.08.009

Week 12 (Security and Privacy)

Singh, S., Jeong, Y.-S., & Park, J. H. (2016). A survey on cloud computing security: Issues, threats, and solutions. Journal of Network and Computer Applications, 75, 200-222. doi:https://doi.org/10.1016/j.jnca.2016.09.002

Singh, A., & Chatterjee, K. (2017). Cloud security issues and challenges: A survey. Journal of Network and Computer Applications, 79, 88-115. doi:https://doi.org/10.1016/j.jnca.2016.11.027

Herschel, R., & Miori, V. M. (2017). Ethics & Big Data. Technology in Society, 49, 31-36. doi:https://doi.org/10.1016/j.techsoc.2017.03.003

Jesse Fox, Jennifer J. Moreland, The dark side of social networking sites: An exploration of the relational and psychological stressors associated with Facebook use and affordances, Computers in Human Behavior, Volume 45, April 2015, Pages 168-176, ISSN 0747-5632, http://dx.doi.org/10.1016/j.chb.2014.11.083

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Other Resources

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You should make a habit of regularly consulting weekly and monthly journals and newspapers so as to ‘keep up’ with trends in the area. Most broadsheet or business newspapers, such as the Financial Times or the Wall Street Journal, have regular e-business articles. Among the best-known publications are the following:

  • Harvard Business Review (https://hbr.org/): HBR also runs a magazine which contains interesting articles on business.
  • The Economist (www.economist.com). Although this is not a computer magazine, it does contain regular articles on aspects of e-business
  • E-commerce Times (www.ecommercetimes.com)
  • Financial Times Digital Business (www.ft.com/technology/digitalbusiness)
  • Wired Magazine (www.wired.com).
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Online Support

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Moodle is a learning management system provided by the University of Waikato. Moodle offers links to a variety of resources (e.g., lecture slides, instructions for practical assignments) students will need to successfully complete this paper.
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Workload

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As a 15-point paper, expected workload is 150 hours during the semester. This is composed of attendance at lectures, study for and attendance at tests, preparation for and attendance at practical workshops, participation in discussion forums and preparation of and submitting the end-of-semester assignment.
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Linkages to Other Papers

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Prerequisite(s)

Corequisite(s)

Equivalent(s)

Restriction(s)

Restricted papers: MSYS121 and MSYS221

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