1. Old paradigm: organizations like machines
2. New paradigm: organizations as mutant living organisms
3. Strategic direction embedded throughout the organization
4. Networking to empower teams
5. Fast decision-making and learning cycles
6. Dynamic teams boost culture
7. Technology-based productivity

Continuous assessment requires attendance at a minimum of 60 percent of classes and includes the completion of:
- An individual assignment presented and discussed with a weighting of 80%;
- 20% classroom participation
The Final exam, in the 1st and 2nd Seasons, will represent 100% of the final grade obtained, disregarding the continuous assessment component.

Mandatory

Kahl, J., De Klerk, S., & Whiteoak, J., Managing empowerment: Adjusting organisational units’ autonomy to achieve corporate agility, 2023, Journal of Organizational Effectiveness: People and Performance, 10(4), 527–545., https://doi.org/10.1108/JOEPP-05-2022-0126
https://doi.org/10.1016/j.indmarman.2023.04.003
Guo, R., Yin, H., & Liu, X., Coopetition, organizational agility, and innovation performance in digital new ventures, 2023, Industrial Marketing Management, 111, 143–157.
Amling, A., Organizational Velocity: Turbocharge Your Business to Stay Ahead of the Curve, 2022, Business Expert Press

Optional

Allen, J. Zook, C., Repeatability Build Enduring Businesses for a World of Constant Change., 2012, Harvard Business Review
Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage in Human Consciousness. Nelson Parker
Holbeche, L., The Agile Organization: How to Build an Innovative, Sustainable and Resilient Business, 2015, Kogan Page
Agility: How to Navigate the Unknown and Seize Opportunity in a World of Disruption. Missionday
Berstrand, J., The Velocity Advantage, 2017, Brand Velocity Inc. 1st Edition

1st SEMESTER
P1: State of the art and research questions
It involves a critical literature review, guided by a protocol defining the research scope and inclusion and exclusion criteria. The characterization of the state of the art should justify the choice of the topic and the relevance of the research questions.
P2: Training of writing and presentation skills for scientific works
Encompasses participating in seminars, cooperative workshops (e.g. posters session), mini courses and attending public defenses.

2nd SEMESTER
P3: Implementation and validation of proposed contributions
The validation of contributions must be made by demonstrating the compliance with the steps of the adopted scientific method(s), and/or by comparing the results obtained with the state of the art, and/or through their dissemination in peer-reviewed scientific venues.
P4: Dissertation writing
Must comply with the graphic presentation standards in force.

I) EVALUATION during the semester
- 25% first individual delivery (during semester)
- 75% Individual project (first season)

The student can use the 2nd season or special season (individual project and different topic).

Mandatory

Creswell, J. W. (2013). Research design: Qualitative, quantitative, and mixed methods approaches. Sage publications (4th edition) Berndtsson, M., Hansson, J., Olsson, B., & Lundell, B. (2008). Thesis projects: a guide for students in computer science and information systems. Springer Science & Business Media (2nd edition). Saunders, Mark et al (2016), Research Methods for Business Students, England, Pearson Education Limited (7th edition).

Optional

Artigos selecionados ilustrando a aplicação de vários métodos de investigação Rúben Pereira. Várias coleções de slides sobre vários métodos, técnicas e ferramentas de investigação (a disponibilizar progressivamente na plataforma de e-learning)

1st SEMESTER

P1: State of the art and research questions
It involves a critical literature review, guided by a protocol defining the research scope and inclusion and exclusion criteria. The characterization of the state of the art should justify the choice of the topic and the relevance of the research questions.

P2: Training of writing and presentation skills for scientific works
Encompasses participating in seminars, cooperative workshops (e.g. posters session), mini courses and attending public defenses.


2nd SEMESTER

P3: Implementation and validation of proposed contributions
The validation of contributions must be made by demonstrating the compliance with the steps of the adopted scientific method(s), and/or by comparing the results obtained with the state of the art, and/or through their dissemination in peer-reviewed scientific venues.

P4: Dissertation writing
Must comply with the graphic presentation standards in force.

The assessment at the end of 1st semester include: research proposal, introduction, literature review, the plan for the next sections, and a presentation.
The final assesment will take into consideration the previous assessment, the quality of the investigation (document), and the quality of the presentation and public discussion.

Mandatory

A bibliografia desta unidade curricular será determinada pela UC Introdução à investigação em informática e gestão. Assim como, pelo contexto de investigação de cada aluno.

Optional

Normas e regras de elaboração de teses mestrado Iscte, disponível em: https://www.iscte-iul.pt/assets/files/2020/10/28 /1603893748579_Normas_elaborac_a_o_teses_de_mestrado_PT_IBS_Versa_o_Set_2020.pdf - Acessado em Julho 2025

Entrega de dissertação Iscte, disponível em: https://www.iscte-iul.pt/conteudos/estudantes/informacao-academica/percurso-academico/area-mestrado/926/entrega-de-dissertacao-ou-trabalho-de-projeto - Acessado em Julho 2025

1st SEMESTER
P1:Motivation to the problem and preliminary design of the solution
It involves the review of technical-scientific literature, guided by a protocol and its conclusions should be confirmed by domain experts. This step should clarify the problem relevance and the preliminary design of its solution
P2:Training of writing and presentation skills for technical-scientific works
Encompasses participating in seminars, cooperative workshops (e.g. posters session), mini courses and attending public defenses
2nd SEMESTER
P3: Implementation and validation of the proposed solution
The implementation implies the refinement of the design. Validation implies compliance with the steps of the adopted methodological approach(es) and comparing the proposed solution with the state of the art and/or their dissemination in technical-scientific venue(s) with peer review (e.g. tool demo session in conference)
P4: Project?s report writing
Must comply with the graphic presentation standards in force

[10% during 1st sem.]
Assiduity in participation in seminars,mini-courses and attending defenses (to announce).
[25%, final 1st sem.]
Assessment of project's report chapters 1 (problem motivation) and 2 (preliminary design of solution) in the official format and the presentation and discussion of a poster on an ISTAR-IUL workshop
[65%, final 2nd sem.]
Project's public defense, which will evaluate the delivered report, its presentation, argumentation capabilities,autonomy and possible dissemination.

Mandatory

A bibliografia para esta unidade curricular será a determinada pela aplicação do protocolo de revisão da literatura técnico-científica mencionado no programa.

Optional

This class has the following syllabus (CPs):

CP1 [Digital Strategy] ? Introduce the importance and main concepts to implement a digital strategy.

CP2 [Drivers for the Digital Transformation of Organizations]
Introduction to the main concepts of Digital Transformation.

CP3 [Main practices related to the digital transformation process]
Reference models and practices for the Digital Transformation of Organizations

CP4 [Models of Information and Technology Governance in Organizations]
Organization Models in the ontexto of Digital Transformation.

CP5 [Definition of the roadmap for Digital Transformation]
Practical application of concepts and exercises to define strategies and roadmap for Digital Transformation

This CU does not have exam. Its practical approach is assessed by a project.

Evaluation during the semester
Individual Assignment(IA) - 30% of the grade (minimum of 8) (during the semester)
Group Assignment (GA) - 60% (first season)
Presentation (P) - 10% (first season)

Formula::
Final grade = (IA*0,3+GA*0,6 + P*0,1)
Minimum grade of 10 to be approved

The students can:
Second season: improve their IA or deliver a new project for 100% of the grade
Special season: deliver a new project for 100% of the grade
To be approved in second season or special season it is required at least a final grade of 10

Mandatory

Sunil Gupta, Digtal Strategy: A Guide to Reimagining your Business, Harvard Business Review Press, Boston, Massachusetts, 2018
ISACA, COBIT 2019 Framework: Introduction and Methodology, USA, 2018
Neil Perkin and Peter Abraham, Building the Agile Business Through Digital Transformation, Kogan Paga Limited, London, 2017
Thomas M. Siebel, Digital Transformation, RosetaBooks, New York, 2019

Optional

Alexander Rauser, Digital Strategy: A Guide to Digital Business Transformation, CreateSpace ndependent Publishing Platform, North Charleston, South Carolina, 2016

CP1 [Principles and concepts]
Main principles and concepts on IT governance.
CP2 [IT Governance VS IT Management]
Elucidate on the main differences between governing and managing IT.
CP3 [IT Governance Mechanisms]
Describe the various mechanisms for IT governance, as well as their
functionalities.
CP4 [IT Strategy Management]
Clarify the importance of good IT planning and keep your business strategy and
IT aligned.
CP5 [IT Value]
Understand the cost / benefit of IT investments.
CP6 [IT Performance]
Application and relevance of a Balance ScoreCard (BSC) in IT.
CP7 [IT Risk Management]
Importance of risk management and how it can be applied.
CP8 [IT Compliance Management]
The importance of keeping in line with policies.
CP9 [Innovation]
How to use IT to empower business.
CP10 [Frameworks for IT Governance]
Introduction to the main frameworks in the market for guiding/supporting IT
governance

PERIODIC EVALUATION
This is the recommended evaluation method given the nature of the content
taught. The evaluation will be made through an individual assignment. The
work must be delivered and presented at the end of the semester during the
normal season.
Individual Assignment
Students will have to submit a final assignment where they must present the
knowledge acquired throughout the UC. The subject of the work must be
aligned with all or part of the subject matter. Students will be encouraged to
integrate their work with the reality of companies, although this is not
mandatory.
Each student should make a final presentation about the work done followed
by an oral discussion of the work.
The work will have a weight of 90% and will be evaluated on a scale of 0 to 20.
The presentation of the work will have a weight of 10% and will evaluated on a
scale of 0 to 20.

Mandatory

Slides de Fundamentos de Governação das TI, Rúben Pereira, disponíveis na plataforma de e-learning (à medida que os temas forem introduzidos), 2017/2018
Enterprise Governance of Information Technology: Achieving Strategic Alignment and Value, Van Grembergen and Steven de Haes, 2009th Edition, Springer,
2009
IT Governance: How Top Performers Manage IT Decision Rights for Superior Results, Peter Weil and Jeanne Ross, Harvard Business School, 2004
IT Governance: Policies and Procedures, Michael Wallace and Larry Webber, 2017 Edition, Wolters Kluwer, 2016
Implementing World Class IT Strategy: How IT Can Drive Organizational Innovation, Peter A. High, 1st Edition, Jossey-Bass, 2014
Governance, Risk Management, and Compliance: It Can't Happen to Us--Avoiding Corporate Disaster While Driving Success, Richard M. Steinberg, Wiley, 2011
Adventures of an IT Leader, Robbert D. Austin and Richard L. Nolan, Harvard Business School, 2009

Optional

PC1. Introductory approach to digitalization and digital platforms
PC2. Main drivers of digital disruptions in organizations
PC3. Innovation and change in organizations dynamics (blue Ocean Strategy)
PC4. Leading remote teams and green innovation in organizations
PC5. Psychosocial processes in e-leadership and implementing sustainable digital transformation strategies
PC6. Digital transformation across sectors

Assessment throughout the semester (1st Sitting Evaluation):
- Practical cases developed in class (40%)
- 1 individual written test without consultation (60%)
There is no exam option in the 1st Sitting Evaluation.
The minimum grade for the written test in the 1st sitting evaluation must be 9.5 points.
The grade for the group assignment will not be considered for the exam in the 2nd sitting

2nd Sitting Evaluation - Written exam without consultation covering all the material taught during the semester.
Attendance criteria will not be taken into account in this curricular unit.

Mandatory

Bankins, S., Ocampo, A. C., Marrone, M., Restubog, S. L. D., & Woo, S. E. (2024). A multilevel review of artificial intelligence in organizations: Implications for organizational behavior research and practice. Journal of Organizational Behavior, 45(2), 159–182.

Bresciani, S., Ferraris, A., Romano, M., Santoro, G., (2021). Human Resource Management and Digitalisation, Digital Transformation Management for Agile Organizations: A Compass to Sail the Digital World. Emerald Publishing Limited

Brown, J. W. (2023). Leading the Digital Workforce. CRC Press.

Kim, W. C., & Mauborgne, R. (2005). Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. Boston, MA: Harvard Business School.

Rogers, D. L. (2023). The Digital Transformation Roadmap. Columbia University Press.

Salas, E., Goodwin, G. F. & Burke, C. S. (Eds.). (2009). Team effectiveness in complex organizations. Cross-disciplinary perspectives and approaches. New York: Psychology Press.

Optional

Anderson, D. L. (2023). Organizational Development - The Process of Leading Organizational Change. Sage
Anderson, N., Potocnik, K., & Zhou, J. (2014). Innovation and creativity in organizations a state-of-the-science review, prospective commentary, and guiding framework. J. of Management, 40(5), 1297-1333.
Baldé, M., Ferreira, A. I., & Maynard, T. (2018). SECI driven creativity: the role of team trust and intrinsic motivation. Journal of Knowledge Management, 22(8), 1688-1711.
Burke, W.W. (2014). Organization Change - Theory and Practice. Sage.
Burke, C. S., Shuffler, M. L., & Wiese, C. W. (2018). Examining the behavioral and structural characteristics of team leadership in extreme environments. Journal of Organizational Behavior, 39(6), 716–730.
Cameron, E. & Green, M. (2012). Making sense of change management - A complete guide to the models, tools and techniques of organizational change. Kogan Page.
Chamakiotis, P., Panteli, N., & Davison, R. M. (2021). Reimagining e-leadership for reconfigured virtual teams due to Covid-19. International Journal of Information Management, 60, 102381. https://doi.org/10.1016/j.ijinfomgt.2021.102381
Colbert, A., Yee, N., & George, G. (2016). The Digital Workforce and the Workplace of the Future. Academy of Management Journal, 59(3), 731–739.
Costa, C. G., Zhou, Q., & Ferreira, A. I. (2018). The impact of anger on creative process engagement: The role of social contexts. Journal of Organizational Behavior, 39(4), 495-506.
da Silva, L.B.P., Soltovski, R., Pontes, J., Treinta, F.T., Leitão, P., Mosconi, E., de Resende, L.M.M., Yoshino, R.T. (2022) Human resources management 4.0: Literature review and trends. Computers & Industrial Engineering 168, 108111.
Dionisio, M., de Souza Junior, S. J., Paula, F., & Pellanda, P. C. (2023). The role of digital transformation in improving the efficacy of healthcare: A systematic review. The Journal of High Technology Management Research, 34(1).
Donovan, T. (2023). HR in the age of AI: The Illusion of Control (Revolutionizing HR: Transforming People Management in the Digital Age). Independently published.
El Sawy, O. A., Kræmmergaard, P., Amsinck, H., & Vinther, A. L. (2016). How LEGO Built the Foundations and Enterprise Capabilities for Digital Leadership. MIS Quarterly Executive, 15(2), 141–166.
Ferreira, A. I. & Martinez, L. F. (2023). Manual de Diagnóstico e Mudança Organizacional. Lisboa: Edit. RH.
Guo, X., Li, M., Wang, Y., & Mardani, A. (2023). Does digital transformation improve the firm’s performance? From the perspective of digitalization paradox and managerial myopia. Journal of Business Research, 163.
Karp, R. (2022). Gaining Organizational Adoption: Strategically Pacing the Deployment of Digital Innovations. Academy of Management Journal, 1. https://doi.org/10.5465/amj.2020.0548
Lamarre, E., Smaje, K., & Zemmel, R. (2023). Rewired. John Wiley & Sons.
Marks, M. A., Mathieu, J. E., & Zaccaro, S. J. (2001). A temporally based framework and taxonomy of team processes. Academy of Management Review, 26, 356-376.
Pandey, A., Grima, S., Pandey, S., & Balusamy, B. (2024). The Role of HR in the Transforming Workplace. CRC Press.
Santos, C.M., Passos, A.M., Uitdewilligen, S., & Nübold, A. (2016). Shared temporal cognitions as substitute for temporal leadership: An analysis of their effects on temporal conflict and team performance. The Leadership Quarterly, 27, 574-587.
Sen, S. (2020). Digital HR Strategy. Kogan Page Publishers.
Tidd, J., & Bessant, J.R. (2018). Managing innovation: Integrating technological, market and organizational change. New York: Wiley.
Uitdewilligen, S., & Waller, M. J. (2018). Information sharing and decision-making in multidisciplinary crisis management teams. Journal of Organizational Behavior, 39(6), 731–748.
Vuchkovski, D., Zalaznik, M., Mitręga, M., & Pfajfar, G. (2023). A look at the future of work: The digital transformation of teams from conventional to virtual. Journal of Business Research, 163.
Westerman, G., Bonnet, D., McAffe, A. (2014). Leading digital: turning technology into business transformation. Boston: Harvard Business Review Press.
Zhang, M. J., Zhang, Y., & Law, K. S. (2022). Paradoxical Leadership and Innovation in Work Teams: The Multilevel Mediating Role of Ambidexterity and Leader Vision as a Boundary Condition. Academy of Management Journal, 65(5), 1652–1679.

"CP1. Introduction to Optimization and Decision in Software Engineering (SE);
CP2. Single criterion optimization and decision problems;
CP3. Optimization and multi-criteria decision problems;
CP4. Optimization and multi-criteria decision problems in SE (project management, requirements, design, implementation, validation and verification, deployment);
CP5. Mathematical optimization and multi-criteria decision techniques;
CP6. Optimization heuristics and multi-criteria decision methods."

"The practical nature of this curricular unit and the need for knowledge assessment to be carried out essentially through the students' ability to apply knowledge in solving optimization problems in software engineering, leads to the choice of a project-based evaluation method.

In the 1st season or normal season, evaluation throughout the semester, with no obligation of minimum attendance, with 3 evaluation moments of the group project:
- Presentation of progress mid-semester weighting 20% of the final grade;
- Final project report weighting 15% and software delivered weighting 35% of the final grade;
- Final presentation weighting 10% and discussion weighting 10% of the final grade.

The evaluation is based on the performance and individual contribution of each member of the group.

Or evaluation at the end of the semester (1st season), by individual project with 2 evaluation moments:
- Project report weighting 20% and software delivered weighting 45% of the final grade;
- Presentation of the work weighting 10% and discussion weighting 15% of the final grade.

In the 2nd season, grade improvement or special season (under the terms of the RGACC), assessment by individual project, available to students who request it:
- Project report weighting 20% of the final grade;
- Software delivered weighting 45% of the final grade;
- Presentation of the work weighting 10% of the final grade;
- Discussion of the work weighting 15% of the final grade.

All assessment periods include an assessment component carried out on the eLearning platform, with a weight of 10% (2 out of 20) in the final grade.

All assessment components, in all assessment periods, have a minimum score of 9.5 (out of 20)."

Mandatory

Software Metrics A Rigorous and Practical Approach, Norman Fenton, James Bieman, CRC Press, 2014. A64.
Ieee Computer Society. (2024). Guide to the software engineering body of knowledge (swebok 4.0) (Hironori Washizaki, Eds.). IEEE Computer Society Press.
Multicriteria Decision Aid and Artificial Intelligence: Links, Theory and Applications, Michael Doumpos, Evangelos Grigoroudis, Wiley, 2013.
Many-Criteria Optimization and Decision Analysis: State-of-the-Art, Present Chalenges, and Future Perspectives”, Dimo Brockhoff, Michael Emmerich, Boris Naujoks, Robin Purshouse, Springer, 2023.

Optional

Multicriteria Optimization and Decision Making: Principles, Algorithms, and Applications, Michael Emmerich and Andr e Deutz, Leiden Institute of Advanced Computer Science, 2012.
Nonlinear Multiobjective Optimization, Kaisa Miettinen, Kluwer, 1999.
'Multiobjective Linear and Integer Programming, C.H. Antunes, M.J. Alves, J.N. Clímaco, Euro Advanced Tutorials on Operational Research Series, Springer, 2016.

CP1 [Frame and Motivation]
Global vision of ITSM
CP2 [ITIL & ITSM]
Introduce the main ITSM framework: ITIL
CP3 [DEVOPS]
Introduce DEVOPS methodology and respective practices
CP4 [ITIL & DEVOPS]
Explain how DEVOPS and ITIL can work together to improve the ITSM
CP5 [SCRUM]
Introduce and explain SCRUM. Detail its content and elements as well as their
meaning and field of application.
CP6 [SCRUM & ITSM]
Explain how SCRUM and ITSM relate. Plus, detail the advantages of using
SCRUM in ITSM projects.
CP7 [Applicational Architecture]
Explain how the approached methodologies can work all together aiming to
both improve ITSM efficiency and improve ITSM project success.

This CU does not have an exam. Its practical approach is assessed by a project.
Periodical Evaluation:
Group assignment
Part1 (P1) - 40% of the grade
Part2 (P2) - 40% (first season)
Individual presentation (IP) - 20% (first season)
Formula::
Final grade = (P1*0,4+P2*0,4 + IP*0,2)
Minimum grade of 10 to be approved
The students can:
Second season: improve their IA or deliver a new project for 100% of the grade
Special season: deliver a new project for 100% of the grade

Mandatory

Slides de GPA, Rúben Pereira, disponíveis na plataforma e-learning
The Unicorn Project; Gene Kim; 2019
The Phoenix Project; Kevin Behr, George Spafford and Gene Kim; 2013
DevOps for Dummies; Emily Freedom; 2019
ITIL Foundation: itil4; Stationery Office; 2019
The SCRUM Guide; Ken Schwaber and Jeff Sutherland; 2013

Optional

P1. Introduction to AI in Business: Fundamental concepts of AI and its applications in the business context;
P2. Introduction to AI approaches and supporting technologies;
P3. Use of AI in areas such as: Software; Data Science; Finance; Health; Sustainability;
P4. AI as a stimulus to entrepreneurship and innovation;
P5. Ethics and Risks of AI Evolution

The practical nature of this curricular unit and the need for knowledge assessment to be carried out essentially through the students' ability to apply knowledge in solving practical problems, leads to the choice of a project-based evaluation method.

In the 1st season or normal season, evaluation throughout the semester, with no obligation of minimum attendance, with 3 evaluation moments of the group project:
- Presentation of progress mid-semester weighting 20% of the final grade;
- Final project report weighting 15% and quality of the proposed solution weighting 35% of the final grade;
- Final presentation weighting 10% and discussion weighting 10% of the final grade.

The evaluation is based on the performance and individual contribution of each member of the group.

Or evaluation at the end of the semester (1st season), by individual project with 2 evaluation moments:
- Project report weighting 20% and quality of the proposed solution weighting 45% of the final grade;
- Presentation of the work weighting 10% and discussion weighting 15% of the final grade.

In the 2nd season, grade improvement or special season (under the terms of the RGACC), assessment by individual project, available to students who request it:
- Project report weighting 20% of the final grade;
- Quality of the proposed solution weighting 45% of the final grade;
- Presentation of the work weighting 10% of the final grade;
- Discussion of the work weighting 15% of the final grade.

All assessment periods include an assessment component carried out on the eLearning platform, with a weight of 10% (2 out of 20) in the final grade.

All assessment components, in all assessment periods, have a minimum score of 9.5 (out of 20).

Mandatory

Book, Applied Artificial Intelligence in Business (2022), ISBN : 978-3-031-05739-7 (https://link.springer.com/book/10.1007/978-3-031-05740-3)
in Book Series: Applied Innovation and Technology Management - https://www.springer.com/series/16548

Optional

This UC has the following program contents (PCs):
PC1 [Frame and Motivation]
Global vision of business process management and benefits
PC2 [BPMN]
Introduce the main notation to model business processes
PC3 [Processes? Context]
Understand how the process analysis is influenced by processes? context
PC4 [Techniques of Analysis]
Introduce the main techniques to analyze a business process
PC5 [Manage the Process Redesign]
Explain the main concerns to have into consideration during process redesign
PC6 [Information Architecture]
Introduce the main heuristics to redesign business processes.

This CU does not have an exam. Its practical approach is assessed by a project.

Evaluation during the semester
Individual Assignment(IA) - 30% of the grade (minimum of 8) (during semester)
Group Assignment(GA)
Part1 (P1) - 30% (during semester)
Part2 (P2) - 30% (during semester)
Presentation (P) - 10% (first season)

Formula::
Final grade = (IA*0,3+P1*0,3 + P2*0,3 + P*0,1)
A minimum grade of 10 to be approved

The students can:
Second season: improve their IA or deliver a new project for 100% of the grade
Special season: deliver a new project for 100% of the grade
To be approved in the second season or special season it is required at least a final grade of 10

Mandatory

Fundamentals of Business Process Management; Dumas, M., La Rosa, M., Mendling, J., Reijers, H., 2018 - Business Process Management: Concepts, Languages, Architectures; Weske, M., 2012 - Slides de GPN, Rúben Pereira, disponíveis na plataforma e-learning

Optional