Course Schedule and Catalog
Course Schedule - Spring Semester 2019
Meeting location information can now be found on student schedules in ESTHER (for students) or on the Course Roster in ESTHER (for faculty and instructors).Additional information available here.
Meeting location information can now be found on student schedules in ESTHER (for students) or on the Course Roster in ESTHER (for faculty and instructors).Additional information available here.
MGMT 729 001 (CRN: 26335)
MGMT OF INNOVATION AND TECH
Long Title: MANAGEMENT OF INNOVATION AND TECHNOLOGY
Department: Management
Instructor: Kapusta, Sergio
Meetings:
7:30AM - 12:30PM S (2-MAR-2019 - 2-MAR-2019)
1:30PM - 6:30PM S (16-MAR-2019 - 16-MAR-2019)
7:30AM - 12:30PM S (30-MAR-2019 - 30-MAR-2019)
1:30PM - 6:30PM S (13-APR-2019 - 13-APR-2019)
Part of Term: PMBA Second Year 2
Grade Mode: Standard Letter
Course Type: Lecture
Language of Instruction: Taught in English
Method of Instruction: Face to Face
Credit Hours: 1.5
Course Syllabus:
Course Materials: Rice Campus Store
Restrictions:
Must be enrolled in one of the following Program(s):
MBA for Professional Extended
MBA for Professional Weekend
MBA
MBA for Professionals
Must be enrolled in one of the following Level(s):
Graduate
Section Max Enrollment: 36
Section Enrolled: 22
Enrollment data as of: 23-APR-2024 12:12PM
Final Exam: GR Course-Dept Schedules Exam
Description: Companies that successfully select, adopt, and exploit IT will sooner or later open up large competitive gaps that are difficult to close. Business leaders, executives, strategists, innovators and line managers are the principal determinants of a company's success with IT. But, as we shall see in this course, they don't need to become technologists in order to get involved; they just need to master a set of concepts, frameworks, and models about IT's impact. There are no technical prerequisites for this course. (You will complete an online course that will give you a sufficient introduction to the technology.) In the classroom, our focus will be on cases in which business leaders have tried to use IT to create enhance organizational development and support competitive strategy. Some succeeded and others failed. From our analysis of their experiences and ideas and principles I will present, we will develop some general guidelines for businesses seeking to exploit IT. Because we have only a short time to consider a number of complex matters, I will concentrate on industries in which IT has great potential to promote outcomes that are of interest to general managers.