A joint first year program for computer science and information systems

The fast-paced world of e-commerce demands flexible and rapid e-commerce curriculum development. This chapter describes a successful approach to e-commerce curriculum design and development implemented by DePaul University’s School of Computer Science, Telecommunications, and Information Systems (CTI). The master’s e-commerce curriculum, designed, developed, and implemented in just seven months, drew 350 students in its first year, and approximately 650 students with majors and concentrations in the e-commerce area in its second year. Underlying the curriculum is reliance upon the principles of the IRMA / DAMA 2000, ISCC ’99, and IS ’97 model curricula. Strong technological expertise and infrastructure, solid industry relationships, and an entrepreneurial culture were critical success factors in developing and implementing the curriculum. The strategies that DePaul CTI employed and the lessons that it learned in the process of implementing its e-commerce curriculum are relevant to other universities seeking to move into the e-commerce arena. Projections are made concerning the future of university programs in e-commerce and the challenges that loom ahead.

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Creating and Capturing Value through Crowdsourcing

10.1093/oso/9780198816225.001.0001 ◽

2018 ◽

Cited By ~ 12

Keyword(s):

Information Systems ◽

Systems Biology ◽

Computer Science ◽

Open Innovation ◽

Product Innovation ◽

Collective Intelligence ◽

Innovation Management ◽

Private And Public ◽

Definition Of ◽

The Uk

Examples of the value that can be created and captured through crowdsourcing go back to at least 1714, when the UK used crowdsourcing to solve the Longitude Problem, obtaining a solution that would enable the UK to become the dominant maritime force of its time. Today, Wikipedia uses crowds to provide entries for the world’s largest and free encyclopedia. Partly fueled by the value that can be created and captured through crowdsourcing, interest in researching the phenomenon has been remarkable. For example, the Best Paper Awards in 2012 for a record-setting three journals—the Academy of Management Review, Journal of Product Innovation Management, and Academy of Management Perspectives—were about crowdsourcing. In spite of the interest in crowdsourcing—or perhaps because of it—research on the phenomenon has been conducted in different research silos within the fields of management (from strategy to finance to operations to information systems), biology, communications, computer science, economics, political science, among others. In these silos, crowdsourcing takes names such as broadcast search, innovation tournaments, crowdfunding, community innovation, distributed innovation, collective intelligence, open source, crowdpower, and even open innovation. The book aims to assemble papers from as many of these silos as possible since the ultimate potential of crowdsourcing research is likely to be attained only by bridging them. The papers provide a systematic overview of the research on crowdsourcing from different fields based on a more encompassing definition of the concept, its difference for innovation, and its value for both the private and public sectors.

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