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15.571 Generating Business Value from Information Technology (MIT) 15.571 Generating Business Value from Information Technology (MIT)

Description

This course covers what every senior manager needs to know about using IT to enable strategy and get more value from IT. In this course we take the strategic perspective of the general manager and study how leading firms get more value from their IT investments. The course focuses on the strategic impact and business value that can be achieved rather than the details of the technology. Issues around governance will pervade the course. An IT background is not required and this is not a 'technical' course. This course covers what every senior manager needs to know about using IT to enable strategy and get more value from IT. In this course we take the strategic perspective of the general manager and study how leading firms get more value from their IT investments. The course focuses on the strategic impact and business value that can be achieved rather than the details of the technology. Issues around governance will pervade the course. An IT background is not required and this is not a 'technical' course.

Subjects

IT governance | IT governance | information technology portfolio | information technology portfolio | information technology investment | information technology investment | information technology planning | information technology planning | IT architecture | IT architecture | outsourcing | outsourcing | CIO | CIO | business strategy | business strategy | IT infrastructure | IT infrastructure | enterprise architecture | enterprise architecture | ebusiness models | ebusiness models | information technology | information technology

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.568A Management Information Systems (MIT) 15.568A Management Information Systems (MIT)

Description

The course purpose is to provide the substance and skill necessary to make sound business decisions relating to information systems, and to work with senior line managers in the resolution of issues and problems in this area. Categories of issues which will be addressed in the course include:How do IT and its various manifestations in business, such as the Internet, affect current & future COMPETITIVENESS? How do we align business strategy and plans with IT strategy and IT plans?How can we ENGAGE executives in learning and leading IT-related change?How do we IMPLEMENT new systems, CHANGE work behavior, MANAGE projects?How should we ORGANIZE and GOVERN IT in an organization? The course purpose is to provide the substance and skill necessary to make sound business decisions relating to information systems, and to work with senior line managers in the resolution of issues and problems in this area. Categories of issues which will be addressed in the course include:How do IT and its various manifestations in business, such as the Internet, affect current & future COMPETITIVENESS? How do we align business strategy and plans with IT strategy and IT plans?How can we ENGAGE executives in learning and leading IT-related change?How do we IMPLEMENT new systems, CHANGE work behavior, MANAGE projects?How should we ORGANIZE and GOVERN IT in an organization?

Subjects

information systems | information systems | technology | technology | competitiveness | competitiveness | business strategy | business strategy | change | change | project managment | project managment

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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1.464 E-Commerce and the Internet in Real Estate and Construction (MIT) 1.464 E-Commerce and the Internet in Real Estate and Construction (MIT)

Description

1.464 examines the long term effects of information technology on business strategy in the real estate and construction industry. Considerations include: supply chain, allocation of risk, impact on contract obligations and security, trends toward consolidation, and the convergence of information transparency and personal effectiveness. Resources are drawn from the world of dot.com entrepreneurship and "old economy" responses. 1.464 examines the long term effects of information technology on business strategy in the real estate and construction industry. Considerations include: supply chain, allocation of risk, impact on contract obligations and security, trends toward consolidation, and the convergence of information transparency and personal effectiveness. Resources are drawn from the world of dot.com entrepreneurship and "old economy" responses.

Subjects

e-commerce | e-commerce | Internet | Internet | real estate | real estate | construction | construction | information technology | information technology | business strategy | business strategy | supply chain | supply chain | risk allocation | risk allocation | contract obligations | contract obligations | consolidation | consolidation | information transparency | information transparency | case method | case method | case study | case study | industry value system | industry value system | optimization | optimization | business models | business models | incentives | incentives | game theory | game theory | strategic managment | strategic managment | knowledge management | knowledge management

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.567 The Economics of Information: Strategy, Structure and Pricing (MIT) 15.567 The Economics of Information: Strategy, Structure and Pricing (MIT)

Description

15.567 The Economics of Information provides an analysis of the underlying economics of information with management implications. It studies the effects of digitization and technology on industry, organizational structure, and business strategy, and examines pricing, bundling, and versioning of digital goods, including music, video, software, and communication services. In addition, the course considers the managerial implications of social networks, search, targeted advertising, personalization, privacy, network externalities, open source, and alliances. 15.567 The Economics of Information provides an analysis of the underlying economics of information with management implications. It studies the effects of digitization and technology on industry, organizational structure, and business strategy, and examines pricing, bundling, and versioning of digital goods, including music, video, software, and communication services. In addition, the course considers the managerial implications of social networks, search, targeted advertising, personalization, privacy, network externalities, open source, and alliances.

Subjects

Digitization | Digitization | pricing | pricing | bundling | bundling | social networks | social networks | search engines | search engines | targeted advertising | targeted advertising | personalization | personalization | network externalities | network externalities | open source | open source | organizational structure | organizational structure | business strategy | business strategy | information | information

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.571 Generating Business Value from Information Technology (MIT) 15.571 Generating Business Value from Information Technology (MIT)

Description

This course provides concepts and frameworks for understanding the potential impact of information technology (IT) on business strategy and performance. We will examine how some firms make IT a strategic asset while other firms struggle to realize value from IT investments. The course focuses on the implications of increased digitization for defining business strategies and operating models, and explores the roles of both general managers and IT executives in using IT to achieve operational excellence and business agility. Topics include business operating models, IT investment and prioritization, business strategy and IT alignment, the design and governance of digitized processes, and the role of the IT unit. Draws heavily on research and case studies from MIT Sloan Center for Information This course provides concepts and frameworks for understanding the potential impact of information technology (IT) on business strategy and performance. We will examine how some firms make IT a strategic asset while other firms struggle to realize value from IT investments. The course focuses on the implications of increased digitization for defining business strategies and operating models, and explores the roles of both general managers and IT executives in using IT to achieve operational excellence and business agility. Topics include business operating models, IT investment and prioritization, business strategy and IT alignment, the design and governance of digitized processes, and the role of the IT unit. Draws heavily on research and case studies from MIT Sloan Center for Information

Subjects

IT governance | IT governance | information technology portfolio | information technology portfolio | information technology investment | information technology investment | information technology planning | information technology planning | IT architecture | IT architecture | outsourcing | outsourcing | CIO | CIO | business strategy | business strategy | IT infrastructure | IT infrastructure | enterprise architecture | enterprise architecture | ebusiness models | ebusiness models | information technology | information technology

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.992 S-Lab: Laboratory for Sustainable Business (MIT) 15.992 S-Lab: Laboratory for Sustainable Business (MIT)

Description

How can we translate real-world challenges into future business opportunities? How can individuals, organizations, and society learn and undergo change at the pace needed to stave off worsening problems? Today, organizations of all kinds—traditional manufacturing firms, those that extract resources, a huge variety of new start-ups, services, non-profits, and governmental organizations of all types, among many others—are tackling these very questions. For some, the massive challenges of moving towards sustainability offer real opportunities for new products and services, for reinventing old ones, or for solving problems in new ways. The course aims to provide participants with access and in-depth exposure to firms that are actively grappling with the sustainability-related issue How can we translate real-world challenges into future business opportunities? How can individuals, organizations, and society learn and undergo change at the pace needed to stave off worsening problems? Today, organizations of all kinds—traditional manufacturing firms, those that extract resources, a huge variety of new start-ups, services, non-profits, and governmental organizations of all types, among many others—are tackling these very questions. For some, the massive challenges of moving towards sustainability offer real opportunities for new products and services, for reinventing old ones, or for solving problems in new ways. The course aims to provide participants with access and in-depth exposure to firms that are actively grappling with the sustainability-related issue

Subjects

sustainability | sustainability | sustainable business | sustainable business | ecological footprint | ecological footprint | world population | world population | biocapacity | biocapacity | carbon | carbon | emissions | emissions | globalization | globalization | innovation | innovation | development | development | business strategy | business strategy | global warming | global warming | green buildings | green buildings | climate change | climate change | limits to growth | limits to growth | design | design

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.568A Practical Information Technology Management (MIT) 15.568A Practical Information Technology Management (MIT)

Description

The course purpose is to provide the substance and skill necessary to make sound business decisions relating to information systems and to work with senior line managers in the resolution of issues and problems in this area. Categories of issues which will be addressed in the course include: How do IT and its various manifestations in business, such as the Internet, affect current and future COMPETITIVENESS? How do we align business strategy and plans with IT strategy and IT plans? How can we ENGAGE executives in learning and leading IT-related change? How do we IMPLEMENT new systems, CHANGE work behavior, MANAGE projects? How should we ORGANIZE and GOVERN IT in an organization? The course purpose is to provide the substance and skill necessary to make sound business decisions relating to information systems and to work with senior line managers in the resolution of issues and problems in this area. Categories of issues which will be addressed in the course include: How do IT and its various manifestations in business, such as the Internet, affect current and future COMPETITIVENESS? How do we align business strategy and plans with IT strategy and IT plans? How can we ENGAGE executives in learning and leading IT-related change? How do we IMPLEMENT new systems, CHANGE work behavior, MANAGE projects? How should we ORGANIZE and GOVERN IT in an organization?

Subjects

IT | IT | information technology | information technology | ERP | ERP | resource planning | resource planning | e-business | e-business | capital investments | capital investments | business value | business value | business models | business models | chief information officer | chief information officer | CIO | CIO | IT governance | IT governance | networks | networks | IT enabled business models | IT enabled business models | direct to customer | direct to customer | content provider | content provider | value net integrator | value net integrator | information systems | information systems | technology | technology | competitiveness | competitiveness | business strategy | business strategy | change | change | project managment | project managment

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.040 Game Theory for Managers (MIT) 15.040 Game Theory for Managers (MIT)

Description

This half-term course examines the choices that we make which affect others and the choices others make that affect us. Such situations are known as "games" and game-playing, while sounding whimsical, is serious business. Managers frequently play "games" both within the firm and outside it – with competitors, customers, regulators, and even capital markets! The goal of this course is to enhance a student's ability to think strategically in complex, interactive environments. Knowledge of game theory will give students an advantage in such strategic settings. The course is structured around three "themes for acquiring advantage in games": commitment / strategic moves, exploiting hidden information, and limited rationality. This half-term course examines the choices that we make which affect others and the choices others make that affect us. Such situations are known as "games" and game-playing, while sounding whimsical, is serious business. Managers frequently play "games" both within the firm and outside it – with competitors, customers, regulators, and even capital markets! The goal of this course is to enhance a student's ability to think strategically in complex, interactive environments. Knowledge of game theory will give students an advantage in such strategic settings. The course is structured around three "themes for acquiring advantage in games": commitment / strategic moves, exploiting hidden information, and limited rationality.

Subjects

game theory | game theory | strategy games | strategy games | strategic thinking | strategic thinking | business strategy | business strategy | strategic reasoning | strategic reasoning | rationality | rationality | dominant strategies | dominant strategies | first-mover advantage | first-mover advantage | conflict strategies | conflict strategies | strategic substitutes | strategic substitutes | strategic complements | strategic complements | dynamic pricing | dynamic pricing | entering new markets | entering new markets | new market entry | new market entry | brinksmanship | brinksmanship | negotiation | negotiation | negotiating | negotiating | auctions | auctions | auction theory | auction theory | revenue equivalence | revenue equivalence | bidding | bidding | information uncertainty | information uncertainty | risk manipulation | risk manipulation | adverse selection | adverse selection | moral hazard | moral hazard | strategic irrationality | strategic irrationality | prisoner's dilemma | prisoner's dilemma

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.020 Competition in Telecommunications (MIT) 15.020 Competition in Telecommunications (MIT)

Description

Competition in Telecommunications provides an introduction to the economics, business strategies, and technology of telecommunications markets. This includes markets for wireless communications, local and long-distance services, and customer equipment. The convergence of computers, cable TV and telecommunications and the competitive emergence of the Internet are covered in depth. A number of speakers from leading companies in the industry will give course lectures. Competition in Telecommunications provides an introduction to the economics, business strategies, and technology of telecommunications markets. This includes markets for wireless communications, local and long-distance services, and customer equipment. The convergence of computers, cable TV and telecommunications and the competitive emergence of the Internet are covered in depth. A number of speakers from leading companies in the industry will give course lectures.

Subjects

telephone | telephone | Internet | Internet | communications | communications | economics | economics | business strategy | business strategy | technologies | technologies | wireless | wireless | convergence | convergence | cable television | cable television | governmental regulations | governmental regulations | public policy | public policy | evolution of technology | evolution of technology | computer hardware and software | computer hardware and software | VoIP | VoIP | data and voice traffic | data and voice traffic | network integration | network integration | deregulation | deregulation | cell phones | cell phones | WiFi | WiFi | Internet commerce | Internet commerce | spectrum auctions | spectrum auctions | telecommunications markets | telecommunications markets | competition | competition | wireless communications | wireless communications | long-distance services | long-distance services | computers | computers | satellite TV | satellite TV | telecommunications industry | telecommunications industry | regulation | regulation | technology | technology | market structures | market structures | data traffic | data traffic | voice traffic | voice traffic

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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ESD.57 Technology-based Business Transformation (MIT) ESD.57 Technology-based Business Transformation (MIT)

Description

Includes audio/video content: AV selected lectures. This course covers how to leverage major technology advances to significantly transform a business in the marketplace. There is a focus on major issues a business must deal with to transform its technical and market strategies successfully, including the organizational and cultural aspects that often cause such business transformations to fail. Class material draws from concrete experiences of IBM's major transformation in the late 1990s, when it aggressively embraced the Internet and came up with its e-business strategy. Includes audio/video content: AV selected lectures. This course covers how to leverage major technology advances to significantly transform a business in the marketplace. There is a focus on major issues a business must deal with to transform its technical and market strategies successfully, including the organizational and cultural aspects that often cause such business transformations to fail. Class material draws from concrete experiences of IBM's major transformation in the late 1990s, when it aggressively embraced the Internet and came up with its e-business strategy.

Subjects

innovation | innovation | technology | technology | strategy | strategy | business strategy | business strategy | end-user | end-user | market | market | leadership | leadership | organization | organization | disruptive technology | disruptive technology | e-business | e-business | e-commerce | e-commerce | IBM | IBM | 1990s | 1990s | innovator's dilemna | innovator's dilemna | competitiveness | competitiveness | outsourcing | outsourcing

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.874 System Dynamics for Business Policy (MIT) 15.874 System Dynamics for Business Policy (MIT)

Description

15.874 and 15.871 provide an introduction to system dynamics modeling for the analysis of business policy and strategy. Students learn to visualize a business organization in terms of the structures and policies that create dynamics and regulate performance. The course uses role playing games, simulation models, and management flight simulators to develop principles for the successful management of complex strategies. Special emphasis will be placed on case studies of successful strategies using system dynamics. 15.874 is a full semester course and 15.871 is a half semester course. The two classes meet together and cover the same material for the first half of the term. In the second half of the semester, only 15.874 continues. 15.874 and 15.871 provide an introduction to system dynamics modeling for the analysis of business policy and strategy. Students learn to visualize a business organization in terms of the structures and policies that create dynamics and regulate performance. The course uses role playing games, simulation models, and management flight simulators to develop principles for the successful management of complex strategies. Special emphasis will be placed on case studies of successful strategies using system dynamics. 15.874 is a full semester course and 15.871 is a half semester course. The two classes meet together and cover the same material for the first half of the term. In the second half of the semester, only 15.874 continues.

Subjects

system dynamics modeling applied to corporate strategy | system dynamics modeling applied to corporate strategy | simulation models | simulation models | quot; | quot; | management "flight simulators" | management "flight simulators" | high-performance organizations | high-performance organizations | growth strategy | growth strategy | management of technology | management of technology | operations | operations | project management | project management | effective use of modeling in the real world | effective use of modeling in the real world | business strategy | business strategy | system dynamics modeling | system dynamics modeling | corporate strategy | corporate strategy | case studies | case studies | business policies | business policies | visualizations | visualizations | business structures | business structures | microworlds | microworlds | role playing games | role playing games | policy design | policy design

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.874 System Dynamics for Business Policy (MIT)

Description

15.874 and 15.871 provide an introduction to system dynamics modeling for the analysis of business policy and strategy. Students learn to visualize a business organization in terms of the structures and policies that create dynamics and regulate performance. The course uses role playing games, simulation models, and management flight simulators to develop principles for the successful management of complex strategies. Special emphasis will be placed on case studies of successful strategies using system dynamics. 15.874 is a full semester course and 15.871 is a half semester course. The two classes meet together and cover the same material for the first half of the term. In the second half of the semester, only 15.874 continues.

Subjects

system dynamics modeling applied to corporate strategy | simulation models | quot; | management "flight simulators" | high-performance organizations | growth strategy | management of technology | operations | project management | effective use of modeling in the real world | business strategy | system dynamics modeling | corporate strategy | case studies | business policies | visualizations | business structures | microworlds | role playing games | policy design

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.568A Practical Information Technology Management (MIT)

Description

The course purpose is to provide the substance and skill necessary to make sound business decisions relating to information systems and to work with senior line managers in the resolution of issues and problems in this area. Categories of issues which will be addressed in the course include: How do IT and its various manifestations in business, such as the Internet, affect current and future COMPETITIVENESS? How do we align business strategy and plans with IT strategy and IT plans? How can we ENGAGE executives in learning and leading IT-related change? How do we IMPLEMENT new systems, CHANGE work behavior, MANAGE projects? How should we ORGANIZE and GOVERN IT in an organization?

Subjects

IT | information technology | ERP | resource planning | e-business | capital investments | business value | business models | chief information officer | CIO | IT governance | networks | IT enabled business models | direct to customer | content provider | value net integrator | information systems | technology | competitiveness | business strategy | change | project managment

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see https://ocw.mit.edu/terms/index.htm

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15.040 Game Theory for Managers (MIT)

Description

This half-term course examines the choices that we make which affect others and the choices others make that affect us. Such situations are known as "games" and game-playing, while sounding whimsical, is serious business. Managers frequently play "games" both within the firm and outside it – with competitors, customers, regulators, and even capital markets! The goal of this course is to enhance a student's ability to think strategically in complex, interactive environments. Knowledge of game theory will give students an advantage in such strategic settings. The course is structured around three "themes for acquiring advantage in games": commitment / strategic moves, exploiting hidden information, and limited rationality.

Subjects

game theory | strategy games | strategic thinking | business strategy | strategic reasoning | rationality | dominant strategies | first-mover advantage | conflict strategies | strategic substitutes | strategic complements | dynamic pricing | entering new markets | new market entry | brinksmanship | negotiation | negotiating | auctions | auction theory | revenue equivalence | bidding | information uncertainty | risk manipulation | adverse selection | moral hazard | strategic irrationality | prisoner's dilemma

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see https://ocw.mit.edu/terms/index.htm

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15.020 Competition in Telecommunications (MIT)

Description

Competition in Telecommunications provides an introduction to the economics, business strategies, and technology of telecommunications markets. This includes markets for wireless communications, local and long-distance services, and customer equipment. The convergence of computers, cable TV and telecommunications and the competitive emergence of the Internet are covered in depth. A number of speakers from leading companies in the industry will give course lectures.

Subjects

telephone | Internet | communications | economics | business strategy | technologies | wireless | convergence | cable television | governmental regulations | public policy | evolution of technology | computer hardware and software | VoIP | data and voice traffic | network integration | deregulation | cell phones | WiFi | Internet commerce | spectrum auctions | telecommunications markets | competition | wireless communications | long-distance services | computers | satellite TV | telecommunications industry | regulation | technology | market structures | data traffic | voice traffic

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see https://ocw.mit.edu/terms/index.htm

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15.040 Game Theory for Managers (MIT)

Description

This half-term course examines the choices that we make which affect others and the choices others make that affect us. Such situations are known as "games" and game-playing, while sounding whimsical, is serious business. Managers frequently play "games" both within the firm and outside it – with competitors, customers, regulators, and even capital markets! The goal of this course is to enhance a student's ability to think strategically in complex, interactive environments. Knowledge of game theory will give students an advantage in such strategic settings. The course is structured around three "themes for acquiring advantage in games": commitment / strategic moves, exploiting hidden information, and limited rationality.

Subjects

game theory | strategy games | strategic thinking | business strategy | strategic reasoning | rationality | dominant strategies | first-mover advantage | conflict strategies | strategic substitutes | strategic complements | dynamic pricing | entering new markets | new market entry | brinksmanship | negotiation | negotiating | auctions | auction theory | revenue equivalence | bidding | information uncertainty | risk manipulation | adverse selection | moral hazard | strategic irrationality | prisoner's dilemma

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see https://ocw.mit.edu/terms/index.htm

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Knowledge Management: How to Become a Millionaire

Description

Knowledge management video lecture, part of an advanced 15 credit Computing MSc award.

Subjects

knowledge management | computing | expert systems | business strategy | ukoer | Computer science | I100

License

Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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Knowledge Management - Approaches to managing knowledge: tacit and explicit knowledge

Description

Video lecture from a series on Knowledge Management delivered by Dr Alan Eardley. Running time approximately 45 minutes.

Subjects

business strategy | expert systems | ukoer | Computer science | I100

License

Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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Knowledge Strategy 2: Knowledge Mapping

Description

Video lecture from a series on Knowledge Management delivered by Dr Alan Eardley. Running time approximately 50 minutes.

Subjects

business analysis | business strategy | ukoer | Computer science | I100

License

Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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Knowledge strategy 1: organisational analysis

Description

Video lecture from a series on Knowledge Management delivered by Dr Alan Eardley. Running time approximately 43 minutes.

Subjects

business strategy | organisational knowledge | ukoer | Computer science | I100

License

Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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PEST 2 - political factors

Description

Exercise looking at the political factors to be considered in a PEST analysis (political, economic, social and technological factors). Provides examples of regulatory bodies and key legislation. Includes self- assessment tests and links to further online resources.

Subjects

regulation | step | spelt | management strategy | business strategy | business planning | businesses | Business and Administrative studies | BUSINESS / MANAGEMENT / OFFICE STUDIES | Learning | Design and delivery of programmes | UK EL04 = SCQF 4 | Foundational Level | NICAT 1 | CQFW 1 | Foundation | GCSE D-G | NVQ 1 | Intermediate 1 | | UK EL05 = SCQF 5 | Intermediate level | Intermediate | NICAT 2 | CQFW 2 | Intermediate | GSCE A-C | NVQ 2 | | UK EL06 = SCQF 6 | Advanced courses | NICAT 3 | CQFW 3 | Advanced | A/AS Level | NVQ 3 | Higher | SVQ 3 | administrative studies | N000 | A

License

Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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PEST 4 - social factors

Description

Exercise identifying the social factors which should be considered in a PEST (Political, Economic, Social and Technological) analysis. Includes interactive self assessment tests.

Subjects

marketing | spelt | step | business strategy | business planning | Business and Administrative studies | BUSINESS / MANAGEMENT / OFFICE STUDIES | Design and delivery of programmes | Employability | UK EL04 = SCQF 4 | Foundational Level | NICAT 1 | CQFW 1 | Foundation | GCSE D-G | NVQ 1 | Intermediate 1 | | UK EL05 = SCQF 5 | Intermediate level | Intermediate | NICAT 2 | CQFW 2 | Intermediate | GSCE A-C | NVQ 2 | | UK EL06 = SCQF 6 | Advanced courses | NICAT 3 | CQFW 3 | Advanced | A/AS Level | NVQ 3 | Higher | SVQ 3 | administrative studies | N000 | A

License

Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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Micro-environmental scanning

Description

Exercise explaining the process of environmental scanning and looking in detail at the elements of a micro-environment. Includes interactive self assessment tests.

Subjects

companies | spelt | pest | step | business strategy | business planning | macro-environment | Business and Administrative studies | BUSINESS / MANAGEMENT / OFFICE STUDIES | Employability | Design and delivery of programmes | UK EL04 = SCQF 4 | Foundational Level | NICAT 1 | CQFW 1 | Foundation | GCSE D-G | NVQ 1 | Intermediate 1 | | UK EL05 = SCQF 5 | Intermediate level | Intermediate | NICAT 2 | CQFW 2 | Intermediate | GSCE A-C | NVQ 2 | | UK EL06 = SCQF 6 | Advanced courses | NICAT 3 | CQFW 3 | Advanced | A/AS Level | NVQ 3 | Higher | SVQ 3 | administrative studies | N000 | A

License

Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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Macro-environmental scanning

Description

Exercise looking at the business environment and the tools available to organisations to monitor this environment. Considers in detail the use of macro-environmental scanning as part of a PEST (Political, Economic, Social and Technological) analysis. Includes interactive quizzes and self assessment tests.

Subjects

companies | spelt | step | business strategy | business planning | Business and Administrative studies | BUSINESS / MANAGEMENT / OFFICE STUDIES | Employability | Design and delivery of programmes | UK EL04 = SCQF 4 | Foundational Level | NICAT 1 | CQFW 1 | Foundation | GCSE D-G | NVQ 1 | Intermediate 1 | | UK EL05 = SCQF 5 | Intermediate level | Intermediate | NICAT 2 | CQFW 2 | Intermediate | GSCE A-C | NVQ 2 | | UK EL06 = SCQF 6 | Advanced courses | NICAT 3 | CQFW 3 | Advanced | A/AS Level | NVQ 3 | Higher | SVQ 3 | administrative studies | N000 | A

License

Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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DE3X35 Business Culture and Strategy

Description

This unit is designed to enhance your understanding of the management of organisational culture and business strategy. It highlights the dynamic nature of the business environment and the role that organisational culture and business strategy can play in improving the long-term performance of an organisation.

Subjects

DE3X 35 | Organisations and their environment | PESTEL analysis | Industry analysis | Stakeholder analysis | Internal environment | SWOT analysis | Organisational culture and behaviour | business strategy | competitive advantage | SCQF Level 8

License

Licensed to colleges in Scotland only Licensed to colleges in Scotland only Except where expressly indicated otherwise on the face of these materials (i) copyright in these materials is owned by the Scottish Qualification Authority (SQA), and (ii) none of these materials may be Used without the express, prior, written consent of the Colleges Open Learning Exchange Group (COLEG) and SQA, except if and to the extent that such Use is permitted under COLEG's conditions of Contribution and Use of Learning Materials through COLEG’s Repository for the purposes of which these materials are COLEG Materials. Except where expressly indicated otherwise on the face of these materials (i) copyright in these materials is owned by the Scottish Qualification Authority (SQA), and (ii) none of these materials may be Used without the express, prior, written consent of the Colleges Open Learning Exchange Group (COLEG) and SQA, except if and to the extent that such Use is permitted under COLEG's conditions of Contribution and Use of Learning Materials through COLEG’s Repository for the purposes of which these materials are COLEG Materials. http://content.resourceshare.ac.uk/xmlui/bitstream/handle/10949/17761/LicenceSQAMaterialsCOLEG.pdf?sequence=1 http://content.resourceshare.ac.uk/xmlui/bitstream/handle/10949/17761/LicenceSQAMaterialsCOLEG.pdf?sequence=1 SQA

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