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.

This book contains eight chapters. Chapter Two briefly describes the technology that makes electronic commerce possible, while Chapter Three introduces the topic of Web strategy. The major functions of marketing are described in the next five chapters: Promotion (Chapter Four); Promotion and Purchase (Chapter Five); Distribution (Chapter Six); Service (Chapter Seven); and Pricing (Chapter Eight). The final chapter takes a broader, societal perspective and discusses the influence of electronic commerce on society.

This course explores the theoretical and empirical perspectives on individual and industrial demand for energy, energy supply, energy markets, and public policies affecting energy markets. It discusses aspects of the oil, natural gas, electricity, and nuclear power sectors and examines energy tax, price regulation, deregulation, energy efficiency and policies for controlling emission.

The primary objective is to teach students to do rigorous, explicit, customer-based marketing analysis which is most appropriate for new ventures. Explicit analysis of customers and potential customers, using available data, together with explicit and sensible additional assumptions about customer needs and behavior. Additional course objectives are to teach students about: (a) ways to implement marketing strategies when resources are very limited, and (b) common deficiencies in marketing by entrepreneurial organizations. From course home page: Course Description Educational Objective This course clarifies key marketing concepts, methods, and strategic issues relevant for start-up and early-stage entrepreneurs. At this course, there are two major questions: Marketing Question: What and how am I selling to whom? New Venture Question: How do I best leverage my limited marketing recourses? Specifically, this course is designed to give students a broad and deep understanding of such topics as: What are major strategic constraints and issues confronted by entrepreneurs today? How can one identify and evaluate marketing opportunities? How do entrepreneurs achieve competitive advantages given limited marketing resources? What major marketing/sales tools are most useful in an entrepreneurial setting? Because there is no universal marketing solution applicable to all entrepreneurial ventures, this course is designed to help students develop a flexible way of thinking about marketing problems in general. Career Focus This course is aimed at students who plan to start a new venture or take a job as a marketing professional in an early-stage business.

This course provides business students an alternative to the mechanistic view of strategy execution that reframes an organization as a complex network of teams continuously adjusting to market conditions and to other teams. The Flexible Execution Model is introduced consisting of seven elements that together shape how well an organization executes its strategy. Practical tools that help leaders achieve their organizations' strategic priorities are discussed. The course also explores novel ways to use data including surveys, Glassdoor reviews, and other sources to measure strategy execution and identify what is and is not working.

The author's goals in writing Exploring Business were simple: (1) introduce students to business in an exciting way and (2) provide faculty with a fully developed teaching package that allows them to do the former. Toward those ends, the following features are included in this text:1- Integrated (Optional) Nike Case Study: A Nike case study is available for instructors who wish to introduce students to business using an exciting and integrated case. Through an in-depth study of a real company, students learn about the functional areas of business and how these areas fit together. Studying a dynamic organization on a real-time basis allows students to discover the challenges that it faces, and exposes them to critical issues affecting the business, such as globalization, ethics and social responsibility, product innovation, diversity, supply chain management, and e-business.2- A Progressive (Optional) Business Plan: Having students develop a business plan in the course introduces students to the excitement and challenges of starting a business and helps them discover how the functional areas of business interact. This textbook package includes an optionalintegrated business plan project modeled after one refined by the author and her teaching team over the past ten years.3- AACSB Emphasis: The text provides end-of-chapter questions, problems, and cases that ask students to do more than regurgitate information. Most require students to gather information, assess a situation, think about it critically, and reach a conclusion. Each chapter presents ten Questions and Problems as well as five cases on areas of skill and knowledge endorsed by AACSB: Learning on the Web, Career Opportunities, The Ethics Angle, Team-Building Skills, and The Global View. More than 70% of end-of-chapter items help students build skills in areas designated as critical by AACSB, including analytical skills, ethical awareness and reasoning abilities, multicultural understanding and globalization, use of information technology, and communications and team oriented skills. Each AACSB inspired exercise is identified by an AACSB tag and a note indicating the relevant skill area.4- Author-Written Instructor Manual (IM): For the past eleven years, Karen Collins has been developing, coordinating and teaching (to over 3,500 students) an Introduction to Business course. Sections of the course have been taught by a mix of permanent faculty, graduate students, and adjuncts.

Continuation of Finance Theory I, concentrating on corporate financial management. Topics: Capital investment decisions, security issues, dividend policy, optimal capital structure, hedging and risk management, futures markets and real options analysis. The objective of this course is to learn the financial tools needed to make good business decisions. The course presents the basic insights of corporate finance theory, but emphasizes the application of theory to real business decisions. Each session involves class discussion, some centered on lectures and others around business cases.

Studies basic concepts of financial and managerial accounting. Viewpoint is that of the users of accounting information (especially managers) rather than the preparer (the accountant).

This book is for those whose financial management focus is on small businesses. For you, we adapt the traditional financial management themes emphasized in corporate financial management courses to meet the needs of small businesses.

Many financial managers of small businesses come from farms or agribusinesses. Others are interested in working for or starting businesses in the food or retail sectors. In most cases, these businesses aren’t organized as C-corporations impacting things like taxes, depreciation, and legal requirements around compiling and reporting financial data. They are rarely publicly traded which creates unique constraints to raising debt and equity capital and calculating required risk-adjusted returns.

These financial managers are interested in solving specific problems they face in family or small businesses. They want to know how to apply the tools they are learning—coordinated financial statement analysis, present value analysis, management of cash flow, measuring their opportunity costs, etc.—to the problems they face at home. As we started to work on the actual problems faced by these managers, it quickly became clear that corporate finance tools don’t exactly fit the small businesses they come from. Further, in attempting to tackle the problems they bring, we learned that finding and/or constructing the data needed for financial management is another skill set often overlooked and in need of development. In the end, after investing a lot of time, we found that—without adaptation—corporate finance theory as traditionally taught doesn’t meet the knowledge needs and application skills of financial managers of small businesses. We wrote this book to be a catalyst that enables students and managers of small businesses to learn the tools and skill sets that will help them make sound financial management decisions.

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 your ability to think strategically in complex, interactive environments. Knowledge of game theory will give you 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 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 Systems Research. Restricted to graduate students.

Global Entrepreneurship Lab: Latin America, the Middle East, and Africa enables teams of students to work with the top management of global start-ups and gain experience in running, and consulting to, a new enterprise outside the United States. The focus is on start-ups operating in emerging markets throughout the world, with a special focus on Latin America, the Middle East, and Africa. The course combines an internship in a growing firm with in-class discussions of the issues and policies that affect the climate for innovation and start-up success around the world.

Firms must develop major innovations to prosper, but they don't know how to. However, recent research into the innovation process has made it possible to develop breakthroughs systematically. 15.356 How to Develop Breakthrough Products and Services explores several practical idea generation development methods. To convey the art required to implement each of these methodologies, experts are invited to present real cases to the class.

Human Resource Management teaches HRM strategies and theories that any manager—not just those in HR—needs to know about recruiting, selecting, training, and compensating people.

Most students will be managing people at some point in their careers and not necessarily in a human resource management capacity. As businesses cut back, they may outsource HR duties to outside vendors. Or, in smaller businesses, the HR department is sometimes small or non-existent, and managers from other departments have to perform their own HRM. Therefore, teaching HRM from the perspective of a general manager, in addition to an HR manager, provides more relevance to students' careers and will give them a competitive advantage in the workplace.

This text also provides practical applications of theory relevant to today's workplace. You won't find discussions about “posting vacancies on a job board” or “sending memos.” In the real world, HRM leverages technology in every aspect of the job—from online training modules to technology for better managing flex-time workers and telecommuters.

Consider how most companies have gone “paperless” with pay stubs by using software. While such technology has made HRM easier, it has also created a new set of challenges. For example, how does a manager actually implement a new pay system? Therefore, it's important for students to understand what kinds of platforms exist in today's workplace to enhance their effectiveness as future managers.

The conversational style of Human Resource Management engages students, while the academic rigor of its content provides them with the tools that any manager needs—whether they work in HR or a different department. PLUS it offers an array of supplements that gives them practice creating real HR documents and role-playing real HR scenarios. Add value to your students' education, enhance the relevance of your curriculum, and make your students more employable by adopting this book for your HRM class. Read it now online today!

Develops basic concepts for understanding individual, group, and organizational behavior through critical analysis of important works in the field. Areas covered: cognitive psychology, behavioral decision-making, group process and performance, and organizational culture and adaptation. Emphasizes use of behavioral science concepts for stimulating new and useful behavioral science research. Primarily for doctoral candidates in the Sloan School of Management.

Information Systems: A Manager’s Guide to Harnessing Technology V1.2 is intended for use in undergraduate and/or graduate courses in Management Information Systems and Information Technology.Version 1.2 of John's book retains the same structure and theory of version 1.1, but refreshes key statistics, examples, and brings case material up to date (vital when covering firms that move as fast as Facebook, Google, and Netflix). Adopting version 1.2 guarantees your students will have the most current text on the market, drawing real and applicable lessons from material that will keep your class offerings current and accessible.One of BusinessWeek’s "Professors of the Year", John Gallaugher of Boston College, brings you a brand new Management Information Systems textbook that teaches students how he or she will experience IS from a Managers perspective first hand through interesting coverage and bleeding-edge cases.Get involved with John's community by visiting and subscribing to his blog, The Week In Geek, where courseware, technology and strategy intersect and joining his Ning IT Community site where you can get more resources to teach Information Systems.Shockingly, at a time when technology regularly appears on the cover of every major business publication, students find IS among the least appealing of management disciplines.The teaching approach in Information Systems: A Manager’s Guide to Harnessing Technology V 1.2 can change this. The text offers a proven approach that has garnered student praise, increased IS enrollment, and engaged students to think deeper and more practically about the space where business and technology meet. Every topic is related to specific business examples, so students gain an immediate appreciation of its importance. Rather than lead with technical topics, the book starts with strategic thinking, focusing on big-picture issues that have confounded experts but will engage students. And while chapters introduce concepts, cases on approachable, exciting firms across industries further challenge students to apply what they've learned, asking questions like:Why was NetFlix able to repel Blockbuster and WalMart? How did Harrah's Casino's become twice as profitable as comparably-sized Caesar's, enabling the former to acquire the latter? How does Spain's fashion giant Zara, a firm that shuns the sort of offshore manufacturing used by every other popular clothing chain, offer cheap fashions that fly off the shelves, all while achieving growth rates and profit margins that put Gap to shame? Why do technology markets often evolve into winner-take-all or winner take-most scenarios? And how can managers compete when these dynamics are present? Why is Google more profitable than Disney? How much is Facebook really worthThe Information Systems course and discipline have never seemed more relevant, more interesting, and more exciting. Gallaugher's textbook can help teachers make students understand why.

15.616 is an introduction to business law which covers the fundamentals, including contracts, liability, regulation, employment, and corporations, with an in-depth treatment of the legal issues relating to breakthrough technologies, including the legal framework of R&D, the commercialization of new high-technology products in start-ups and mature companies, and the liability and regulatory implications of new products and innovative business models. There is extensive attention to national and international intellectual property protection and strategies. Examples are drawn from many industries, including information technology, communications, and life sciences.

This textbook introduces readers to the idea of cooperation and mutualism. Cooperatives and mutuals are participatory organizations in which members participate in control and governance, receive economic benefits through patronage refunds or net income, and become owners through equity. These mutual-benefit organizations exist alongside non-profit organizations and investor-benefit organizations through the global economy.

This course provides students with concepts, techniques and tools to design, analyze, and improve core operational capabilities, and apply them to a broad range of application domains and industries. It emphasizes the effect of uncertainty in decision-making, as well as the interplay between high-level financial objectives and operational capabilities. Topics covered include production control, risk pooling, quality management, process design, and revenue management. Also included are case studies, guest lectures, and simulation games which demonstrate central concepts.

Provides a basic understanding of legal issues that corporations meet during their existence. Follows one firm throughout its life; from birth to bankruptcy, first as a breakaway from an established high-tech firm, then proceeding through initial funding efforts, establishment of its capital and corporate structure, and through problems in labor, trade secrets, contracts and antitrust, product liability, and resolution of transnational and domestic business disputes. This course provides a basic understanding of legal issues that corporations face during their existence. The course starts by providing the basic building blocks of business law. We then follow a firm through its life cycle from its "breakaway" from an established firm through it going public. The materials covered during 15.647 (the first half of the semester) emphasize the organization and financing of the company. In the second half of the course we examine a broad array of law-sensitive issues relating to intellectual property, product development, M&A transactions, international trade, the duties of directors and officers, business disputes, and bankruptcy and reorganization. The goal of the course is not to impart technical legal skills, but to enhance the judgment which students will bring to their responsibilities as entrepreneurs, managers in established companies, or consultants and advisors. There are two take-home exercises, and no exams.