1. Knowledge and understanding . At the end of the course the student will know and understand the main conceptual categories relating to the business system and, in particular, the environment in which the company work, the positioning choices in the industry, the competitive methods and the decisions concerning the business portfolio.
2. Applying knowledge and understanding. The student will acquire the knowledge and the comprehension of applicative understanding inherent to the functioning of the companies in different business areas. The course aims to develop participants' aptitude for the strategic management of companies as dynamic systems and for the formulation of decisions through which achieving a sustainable competitive advantage. Particular attention is paid to the acquisition of the analytical and conceptual tools suggested in the classroom. Through the presentation of appropriate case studies, the aim is to develop the critical capacity of the participants and the ability to face the problems studied in different, transversal and interdisciplinary contexts.
3. Making judgments. The student will develop independent judgment and ability to link the theoretical topics and the related application plans, with particular reference to the firm management and strategies.
4. Communication skills. The student will acquire communication skills and appropriateness in the use of technical language related to the various themes of economics and business management. Each participant will be able to relate to and transfer knowledge, projects and proposals concerning complex strategic and financial issues to third parties, with clarity and precision.
5. Learning skills. The student will acquire a high learning ability, in theoretical and application terms, able to make him autonomous in the future workplace.
Formulating the strategy; analysis of the external environment: opportunities and threats; internal analysis: strengths, weaknesses and competitive advantage; cost competitive advantage; competitive advantage of differentiation; business idea; business forms matrix: subjects and systems; management theories and research; corporate strategies; vertical integration and outsourcing; strategic alliances; international strategies; innovative strategies; competitive strategies; implementation of the strategy; corporate governance and ethics; strategy and society; case studies Luxottica, Eately, Enel 4.0, Roche-Novartis, Trenitalia, Uber, Unilever, PwC, Nike.
1. Dyer J., Godfrey P., Jensen R., Bryce D., Pastore A. (2018), Strategic Management. Principi e applicazioni, Isedi.
2. Hoskisson R.E., Hitt M. A., Wan W.P. and Yiu D. (1999), Theory and research in strategic management: Swings of a pendulum, Journal of Management 1999, Vol. 25, No. 3, 417–456.
2. Normann R., 1979, “La business idea”, in Le condizioni di sviluppo dell’impresa, Etas Libri, Milano.
3. Rullani E., 1989, “Una matrice delle forme d’impresa: soggetti e sistemi”, in Rispoli M. (a cura di), “L’impresa industriale – Economia, tecnologia, management”, Il Mulino, Bologna.
4. Materiale didattico integrativo fornito durante il corso.