The Master profile Digitisation and management focuses on the use of the potential that lies in digitisation. We direct attention to new, fast-growing, typically international or national-boundary-spanning enterprises (not least in creative industries), that really strive to understand and use our technology-intense environment to create value for different actors. The profile equips you with insights and tools to see through the hype that constantly surrounds technical development and growth. Digitisation contributes to the development of an expectation economy, where words like unique and disruption, and ideals like borrow much, grow fast, harvest later fan the build-up of inflated expectations.
The profile includes the following obligatory courses:
- TDEI71 Digitisation, business ecologies and business models
- TDEI72 Strategy and digitisation – technology, standards and network effects
- TDEI21 Strategic Organisational Application of IT - Workflow and Knowledge Management
- TDEI35 Strategy and Management Control
In Digitisation, business ecologies and business models (TDEI71), we dissect the unicorn dream and help you understand the mechanisms behind the soaring valuation of companies like Apple, Amazon, Google, Uber, Mojang, Klarna and Spotify. Digitisation only sometimes deals with classical IT companies; digitisation can be an important factor in the business environment, the core of the product, a prerequisite for service delivery, or a cornerstone in networking. By taking a business ecology perspective (a wider network perspective), the chance increases to be able to identify parallels and to see how success to a large extent builds on fortunate combinations of already widely existing ideas and resources. This provides a basis for realistically perceiving possibilities and challenges. To identify business models, their potential and risks, entails both seeing how the specific value offering is created and provided, and discerning existing and alternative pricing models for significant parts of the resource acquisition and income generation. In this course, like in the other parts of the profile, you test your ability to understand and use analytical tools and insights by studying and analysing examples selected by you of, typically, young, Swedish ventures. In this course, you will tend to choose young companies (often ones that challenge older, well-established actors), but in other courses in the profile, you will perhaps choose to also analyse how more traditional actors handle the potential and the challenges of digitisation.
In the course Strategy and digitisation – technology, standards and network effects (TDEI72), the focus is turned to how desirable growth spirals – and negative spirals – stem from strategic choices in the organisation's interaction with its environment. Such choices could, for example, deal with proprietary (unique) versus open (shared) technical solutions; alliances, cooperation around standards, and standards wars; and management of direct, indirect, single- and two-sided network effects.
In the course Strategic Organisational Application of IT –Workflow and Knowledge Management (TDEI21), the focus is instead turned inwards, to how the relevant organisation (today, increasingly a virtual collaboration across the borders of legal entities) can be strengthened. Two areas where digitisation creates possibilities and challenges are workflow (both concerning overview and transparency, and through efficiency increase, for example through industry 4.0 with smart factories and value chains benefiting from the Internet of things and cloud services) and knowledge management (knowledge development and dissemination and competence management in increasingly interlinked and distributed organisations).
Management also to a large extent is about management control, and here, digitisation continues to create possibilities. In our increasingly digitised world, it is steadily more desirable to have conscious ways of monitoring and perceiving significant developments in the business environment and within the organisation, and to encourage and get employees and partners to strive towards common goals. To get an organisation to act strategically, you need strategic control. The course Strategy and Management Control (TDEI35) focuses on the strategic dialogue: how can you as management use management control instruments to communicate, and communicate about, desirable directions? How can management control tools help management and coworkers to perceive their environment and the organisation's acting and results in such a way that fast, decentralised and coordinated acting becomes possible? How can management control tools be used to achieve effective collaboration with partners?
In addition, we offer the possibility of choosing among our other courses: on the information infrastructure in organisations (ERP systems: process and implementation, TDEI13); on tools for management control and their interrelations in the management control mix (Management control, TDEI 19); and on evaluation of IT products (Technical, economic and societal evaluation of IT-products, TDDC34).
Apart from these courses, you can also choose from the list below, but they tend to be offered in Swedish only:
- TEIE72 Corporate strategies (Swedish)
- TEIO13 Leadership and Organizational Change (Swedish/English)
- TEIO06 Innovative Entrepreneurship (English)
- TEIO07 Project Based Organization (English)
- TETS32 Logistics Analysis - Tools and Modells (Swedish)
- TPPE29 Financial Markets and Instruments (Swedish)
Through the design of our courses, you train your methodological awareness, source assessment and use of academic journals.
You should choose master profile based on what interests you, but the profile does not determine your future. Just like Industrial Economics students from many other profiles, those who take Digitisation and Management can come to take on a wide range of positions. Here you can see a small selection of what those who have taken our courses have come to work with, but as you can see, already this selection is rather diverse.
- Solution architect
- Investigator/ Commissioner
- Unit manager
- Requirement analyst
- System analyst
- Product developer
- Group CEO
- Logistics manager
- Politician and board member
- Project manager.