Information System Management: $($Please provide answer together with rationale in great details$)$ Thirty years from now the big University campuses will be relicts. Universities won$$t

survive. It is as large a change as when we first got the printed book.

$$Peter Drucker. As the Internet had become yet another arrow in the quiver of educational institutions and in industries as diverse as elevator manufacturing and financial services, the above quote by Peter Drucker sounded, in January $2015$ on the snowy campus of Ivey University, like a warning echoing from the past. Erica Wagner, dean of the School of Information Management, recalled the quote while scanning a recent article in Mashable citing LinkedIn$$s recent acquisition of online education company lynda.com for $$1\mathrm{.}5$ billion.

The Internet and the competition of massive open online courses, or

MOOCs, were making administrators like Dr$.$ Wagner question themselves about the future of the institution and programs they had been entrusted to lead. Whereas these new online players seemed to have had minimal incremental effect on prestigious research universities such as Ivey, the future appeared far more uncertain for $$middle$-$tier$$ institutions that may be required to increase the proportion of online learning compared to more

traditional classroom teaching to lower their costs. Enrollment in

undergraduate programs at Ivey was more selective than ever, due to rising demand. Campuses were teeming with construction workers developing new buildings, adding to existing ones, remodeling teaching and office space, equipping ever more sophisticated labs, and $($most importantly, it seemed$)$

developing more parking space! While the number of students in executive education programs had been declining steadily over the last decade, forcing the school to shorten some of its programs from five to three days, many blamed the recent recession for these results, others the competition of new players on non$-$degree executive. education$3.$ However, as Dr$.$ Wagner pondered the future, she recalled a passage from an article in The Economist that she had seen a few years before. The memory brought back some of Dr$.$ Wagner$$s own uneasiness: The innate conservatism of the academic profession does not help.

The modern university was born in a very different world from the

current one, a world where only a tiny minority of the population

went into higher education, yet many academics have been

reluctant to make any allowances for massification. Was everyone missing the forest for the trees? Was the Internet a disruptive technology in the education industry, simply brewing under the

surface to soon blindside slow$-$to$-$react incumbents? Education and Research at Ivey Like its peers, Ivey University had a complex mission and a large community of stakeholders, ranging from students and faculty to alumni and the local and global community. At the highest level of analysis, Ivey performed two main

activities: the creation of new knowledge $($i$.$e$.,$ research$)$ and the

dissemination of knowledge $($i$.$e$.,$ education$).$

As a prestigious Research I institution, Ivey spent a considerable amount of resources supporting the development of new knowledge by hiring some of the brightest young faculty members and accomplished researchers. Among its faculty it counted $12$ Nobel Prize winners and boasted many world$-$class research centers.

While the research mission was pursued in basement labs and offices throughout campus, the most evident manifestation of Ivey$$s contribution to society was its teaching mission. A large school like the School of Information Management at Ivey University had truly global reach.

Its largest population was about $2,200$ undergraduate students. The school also trained master$$s students, who left the workforce for one or two years $($a substantial opportunity cost on top of the direct costs of going back to school$)$ to gain an advanced degree and the skills to accelerate their careers. Ivey had a medium size, but very selective, master$$s program with about $300$ students enrolled. Finally, the school educated the next generation of faculty and researchers by way of its PhD program. A very recognized brand in the business world, Ivey also offered a number of executive education and professional education programs. These were typically highly condensed courses, held on Ivey$$s own campus or satellite locations, designed to serve the needs of corporations seeking to update the skills of their workforce or to offer working students a chance to access the wealth of knowledge that the school$$s facu Here is the question: Based on the case study "Online Education," is the market for Ivey's School of Information Management a tippy market? Explain why or why not? Please refer to Case Study Chapter $4$Online Education" from Information Systems for Managers With Cases Textbook by Gabriele Piccoli and Federico Pigni$).$ If needed,Y ou can google to find this case study and the textbook online for free.