Introduction. Definitions, components and methodology of business strategy and information systems strategy. Strategic information systems. Analysis of external macro and industry environment – identification of opportunities and threats. Porter's model - structural analysis of an industry. The role and impact of information and communication technologies. Analysis of internal environment - resources and capabilities – identification of strengths and weaknesses. Value chain and value system. The role of internal-intraorganizational and interorganizational information systems. Strategies for competitive advantage: cost leadership, differentiation, focus, hybrid strategies – ways of supporting each of them with information systems. Products-services portfolio strategies - the BCG method of analysis of products-services portfolio – elaboration for the information technologies sector. Formulation of information systems strategy – methodologies and frameworks. e-Business strategy. The course will include for each of the above chapters the analysis in class of one or more real-life cases.

The main learning outcomes of this course are:

• Understanding the concepts and the components of business strategy and information systems strategy, and also the interconnection between them.
•  Understanding the basic methodology of business strategy formulation, through the analysis of its external and internal environment, and also the role and the importance of information and communication technologies in shaping them.
• Gaining knowledge on the basic strategies for achieving competitive advantage, and on ways of supporting them with information systems.
• Development of ability to understand the strategy of a firm and identify the required information systems for supporting it, and also for its enrichment and expansion (e.g. with new products and services, new markets, etc.).
• Development of ability to recognize the main information and communication technologies that create opportunities or pose threats to a firm, and to formulate strategies for exploiting/addressing them.

The above knowledge and abilities are quite useful for students’ future careers, since in most firms there is a ‘fragmented’ exploitation of information and communication technologies (without being based on a sound integrated plan), which is not aligned with business strategy (lack of strategic alignment).

Not required.

1. Loukis, E., ‘Information Systems Strategy and Investment – University Lectures’ (in Greek).
2. Papadakis, B., ‘Business Strategy – Greek and International Experience’, Benos Publications, 2012 (in Greek).

1. Laudon, K. C., Laudon, J. P., ‘Management Information Systems: Managing the Digital Firm’, Prentice Hall 2012.
2. Johnson, Γ., Scholes, Κ., Whittington, Ρ., ‘Exploring Corporate Strategy – Text and Cases’, Pearson Education Limited, 2008.
3. Wheelen T. L., Hunger J. D., ‘Strategic Management and Business Policy’, Pearson, 2012.
4. David, F. R., ‘Strategic Management - Concepts and Cases’, Wiley, 2011.
5. Applegate, L. Austin, R., Soule, D., ‘Corporate Information Strategy and Management: Text and Cases’, Mc-Graw-Hill, 2009.
6. Jelassi, T., Enders, A., ‘Strategies for E-Business: concepts and cases’, Prentice Hall, 2008.
7. Kagermann, H., Osterle, H., Jordan, J. M., ‘IT-Driven Business Models: Global Case Studies in Transformation’, Wiley, 2010.
8. Ward, J., Peppard, J., ‘Strategic Planning for Information Systems’, John Wiley and Sons Ltd, 2002.
9. Robson, W., ‘Strategic Management and Information Systems’, Financial Times – Prentice Hall, 1997.
10. Earl, M., ‘Management Strategies for Information Technology’, Prentice Hall, 1989.
11. Doukidis, G., ‘Innovation, Strategy, Growth and Information Systems’, Andreas Sideris – Ioannis Sideris Publications, 2010 (in Greek).

Lectures, discussion, analysis of real-life cases in class.

Face-to-face.