Information Technologies in E-business 2600-DMdz1TCMBI

The course focuses on digital transformations in companies and their impact on business strategies. It presents the challenges arising from the digital revolution, the emergence of new business models, the changing nature of competition and organizational strategies, and the transformative potential of digital platform ecosystems. It considers both new, technology-driven companies and the impact of digital technologies on existing companies operating in traditional industries, analyzing technology-enabled changes in organizational structures, processes, functions, capabilities, and strategies, and offering a better understanding of the digital business environment. Students will learn about various online monetization models, from subscriptions to freemium and pay-per-use, and modern business platforms, including marketplaces. The role of big data and cloud computing in optimizing business processes will also be a key focus. The course also covers strategies for adapting companies to dynamic market changes. Agile/Scrum/Kanban methodologies and principles of coordinating digital projects on a global scale will be presented. Successful digital transformations will be analyzed, along with the success and failure factors in implementing technological innovations.

Classes conducted as part of the ‘Integrated Teaching Development Programme – ZIP 2.0’ project, co-financed by the European Social Fund – European Funds for Social Development Programme 2021-2027 (FERS) (agreement no.: FERS.01.05-IP.08-0365/23-00).

Term 2025Z:

1. Introduction
• Lecturer
• Syllabus
• Course format
• Learning outcomes
• Course structure
• Subject literature
• Course structure – detailed
• Prohibited in class
2. Digital Technologies – Overview
• Introduction
• Key Digital Technologies
• Internet
• Artificial Intelligence (AI)
• Other Digital Technologies
• Website, Email, SOE/SEM – Search Engines, Social Media, Mobile Technologies, Big Data, Cloud Computing, Marketing Automation, Programmatic Advertising, Internet of Things (IoT), Wearable Technologies, Virtual Reality (VR), Augmented Reality (AR), Blockchain, Sensory Technologies
3. Business Models – Definition and Elements
• Introduction
• Business Model Definition
• Business Model Elements
• Target Market
• Value Propositions
• Channels
• Customer Relationships
• Revenue Streams
• Key Resources
• Key Activities
• Key Partners
• Cost Structure
• Business Model Example - TSMC
4. Types of Business Models
• Introduction
• Traditional Business Models
• End-to-End (Combined) Models
• Decoupled Models
• Bait and Lure Models
• Owned Network Models
• Franchise Models
• Digital Business Models
• Online Retailer Models
• Online Service Models
• Content Provider Models
• Multi-Side Platform Models
• Community Facilitator Models
• Digital Ecosystem Models
5. Digitalization Strategies in an Organization
• Introduction
• Digitalization Strategy - Definition and Stages
• Diagnosis and Analysis
• Assessment of the organization's current level of digitalization. Assessment of the competitors' level of digitalization. Assessment of customers' readiness for a higher level of digitalization. Assessing partners' readiness for the next level of digitalization. Identifying competency and infrastructure gaps
• Strategic assumptions
• Digitalization vision and goal. Scope of transformation. Technology selection. Resources and budget. Change management. Success metrics (KPIs)
• Implementation
• Roadmap. Design. Pilot. Scaling. Integration. Monitoring
• Types of digital strategies
• Typology - by degree of change in the organization: Reactive. Optimizing. Transformational. Innovative
• Typology - by method of implementation: Acquisition. Internal development.
• Typology - by organizational goal: Building digital capabilities. Moving customers to digital channels. Strengthening Digital Leadership
6. Designing Digital Business Models
• Introduction
• The Project Triangle
• Scope, Quality, Cost, Resources, Time, and Risk
• Project Management Methodologies
• Sequential (Waterfall)
• Agile (Agile, Scrum, Kanban)
• Change Management
• Kotter's Approach
• Examples of Designing Digital Business Models
7. Digital Transformation in an Organization – Case Studies
• Case Study – Allegro
• Case Study – Harvard Business School
• Case Study – John Deere

Type of course

obligatory courses

Learning outcomes

In terms of knowledge
• K_W02: to an advanced degree understanding of the economic conditions for the implementation, use, and functioning of digital marketing in organizations and the entire economy
o Knows and understands to an advanced degree the economic (business) conditions for digital transformation processes in organizations and the digital economy, as well as the transformation of existing organizations' business models and the emergence of new business models
• K_W03: to an advanced degree understanding of the methods, procedures, and practices for the effective implementation of digital technologies in organizations operating in international markets
• Knows and understands to an advanced degree the methods, procedures, and best practices for implementing digital solutions in organizations operating in international markets and their impact on the design and transformation of organizations' business models
• K_W05: Complex technological, social, political, legal, economic, ethical, and ecological processes and phenomena, including the fundamental dilemmas of modern civilization and their impact on the functioning of organizations and the entire economy
o Knows and understands the complex technological, social, legal, economic, ethical, and ecological processes and phenomena accompanying digital transformation and analyzes their impact on the strategies and business models of organizations operating in the digital economy
• K_W06: to an advanced degree understanding of the digital transformation process Within this framework, organizations are transitioning towards new ways of thinking and operating, leveraging the potential of new technologies and innovative digital solutions.
o Demonstrates a thorough understanding of how new technologies and digital innovations are redefining ways of thinking, creating value, and conducting business.
In terms of skills
• K_U03: Adapt existing methods and tools, including advanced information and communication technologies, and utilizes the appropriate selection of resources to recognize, diagnose, and solve problems in the organization's internal and external environments.
o Is able to select and adapt existing methods, analytical tools, and advanced information and communication technologies (ICT) to identify, analyze, and solve problems related to digitalization and the organization's operating model in a dynamic market environment.
• K_U05: Propose solutions to tasks set in unpredictable conditions.
o Is able to propose creative and appropriate solutions to problems and challenges related to digital transformation and the development of business models in conditions of high uncertainty, environmental volatility, and limited data availability.
• K_U08: Lead and take a leading role in team activities and collaborate within them
o Able to collaborate effectively in a team and take a leading role in implementing project tasks, such as developing a business model and analyzing cases of digital transformation implementation in organizations
• K_U09: Improve acquired qualifications and support others in this area, and has the ability to self-educate
o Able to independently update and develop knowledge and skills in the field of digital transformation and online business models, as well as share this knowledge and support the development of project team members' competencies.

In terms of competences
• K_K01: Assess and critically approach complex situations and phenomena related to the implementation and use of new technologies in marketing
o Is ready to critically assess complex situations and challenges related to the implementation and use of digital technologies in marketing and the design and modification of business models, taking into account their impact on the organization, customers, the market, and the social and ethical environment.
• K_K03: Initiating activities that benefit the community, society, or the environment, as well as initiating actions for the common good
o Is ready to initiate activities based on digital technologies and innovative business models that deliver value not only economically but also socially or environmentally – taking into account the common good and the organization's responsibility.
• K_K04: Thinking and acting entrepreneurially at both the national and global levels.
o Is ready to think and act entrepreneurially, proposing and developing business models that leverage digital technologies in both the national and global contexts, taking into account dynamic changes in the market environment.

Assessment criteria

Learning outcomes will be verified on an ongoing basis through tasks performed by participants during classes and at the end during the exam.
Course completion (examination):
• Written examination – 70% of the grade
• Open-ended, grid-based, and closed-ended questions
• Team projects – 10% of the grade
• Class participation – 10% of the grade
• Class attendance – 10% of the grade

Practical placement

Internship is not required to complete the course

Bibliography

Basic bibliography:
• Osterwalder, A., Pigneur, Y. (2012). Tworzenie modeli biznesowych. Podręcznik wizjonera. Gliwice: Helion.

Supplementary bibliogrpahy:
• Doligalski, T. (2014). Modele biznesu w Internecie. Teoria i studia przypadków polskich firm. Warszawa: Wydawnictwo Naukowe PWN.
• Kotler, P., Kartajaya, H., Setiawian, I. (2021). Marketing 5.0. Technologie Next Tech. Warszawa: MT Biznes.
• Mazurek, G. (2019). Transformacja cyfrowa. Perspektywa marketingowa. PWN Warszawa.
• Osterwalder, A., Pigneur, Y., Papadakos, P., Bernarda, G., Smith, A. (2022). Niezwyciężona firma. Pokonaj konkurencję dzięki innowacjom modelu biznesowego. Gliwice: Helion.

Term 2025Z:

Basic bibliography:
• Osterwalder, A., Pigneur, Y. (2012). Tworzenie modeli biznesowych. Podręcznik wizjonera. Gliwice: Helion.
Supplementary bibliogrpahy:
• Doligalski, T. (2014). Modele biznesu w Internecie. Teoria i studia przypadków polskich firm. Warszawa: Wydawnictwo Naukowe PWN.
• Kotler, P., Kartajaya, H., Setiawian, I. (2021). Marketing 5.0. Technologie Next Tech. Warszawa: MT Biznes.
• Mazurek, G. (2019). Transformacja cyfrowa. Perspektywa marketingowa. PWN Warszawa.
• Osterwalder, A., Pigneur, Y., Papadakos, P., Bernarda, G., Smith, A. (2022). Niezwyciężona firma. Pokonaj konkurencję dzięki innowacjom modelu biznesowego. Gliwice: Helion.

Additional information

Additional information (registration calendar, class conductors, localization and schedules of classes), might be available in the USOSweb system:

Description of 2600-DMdz1TCMBI in USOSweb