Università degli Studi di Napoli "Parthenope"

Teaching schedule

Academic year: 
2017/2018
Belonging course: 
Course of Master's Degree Programme on ECONOMIC, FINANCIAL AND INTERNATIONAL SCIENCES
Disciplinary sector: 
BUSINESS ADMINISTRATION AND MANAGEMENT (SECS-P/07)
Language: 
Italian
Credits: 
6
Year of study: 
2
Teachers: 
FERRI Salvatore
Cycle: 
First Semester
Hours of front activity: 
48

Language

Italian

Course description

The course is intended to deepen corporate strategy and policy’s main aspects, with regards to both models and policy analysis instruments and the process through which policy changes take place. The course is characterized by the research of a close connection between a deepening of the theo-retical aspects and the acquisition of skills, by the student, in both the processes of comprehension and addressing the covered issues, trough examples, cases and exercises. The student shall demon-strate to know, to understand and use strategic analysis models and tools.

Prerequisites

Formally none; some knowledge of the tools given during the business-economics course facilitates the understanding of the discussed topics.

Syllabus

INTERNATIONAL BUSINESS STRATEGY
SECS P/07 - 6 CFU - Prof. SALVATORE FERRI

Language
ITALIAN

Learning objectives
The course is intended to deepen corporate strategy and policy’s main aspects, with regards to both models and policy analysis instruments and the process through which policy changes take place. The course is characterized by the research of a close connection between a deepening of the theo-retical aspects and the acquisition of skills, by the student, in both the processes of comprehension and addressing the covered issues, trough examples, cases and exercises. The student shall demon-strate to know, to understand and use strategic analysis models and tools.

Knowledge and understanding
The student will have to be able to prove his understanding of the strategic analysis critical steps and his knowledge of both the relative models and tools and the methods of planning, program-ming, monitoring and controlling hard projects.
In order to guide the user within the existing doctrine, specific attention is given to the several sources available both at national and international level.
Moreover, the student will have to be able also to understand the importance of network externali-ties and informative asymmetries as determinants of the formation of business networks and the ef-fects of development policies of business networks on industrial dynamics (entry, growth and exit of firms).
The study of these issues will allow the student to understand which tools to apply for strategic analysis.

Applying knowledge and understanding
The student will be able to analyze the business strategies in order to identify any changes required to start a value creation process and to apply the project management theoretical and operational tools in the analysis of organizational issues and in the team working.
During the course, case studies will be presented to support theoretical subjects, in order to allow the student to apply what has been learned during the lessons.

Making judgements
The student will be able to express critical judgements on both the strategy that is taking place and any strategic change to follow. Through project works and case studies, the students will improve their ability to work in a group and to carry out, autonomously, strategic analysis processes.

Communication skills
While strategy studies and corporate policy’s theoretical basis allow the student to acquire an ap-propriate technical language, commenting several case studies enhances his communication abilities with reference to a proper specialist terminology.
The development of communication skills, both oral and written, will take place also by involving the student in the drawing up of some works. The group work will allow the student to acquire the ability to interact with different subjects, mediating with others opinions and selecting the best ide-as.

Learning skills
Comprehension abilities will be stimulated through practical exercises, aimed to verify the effective comprehension of the topics. At the end of the course, the student will have any tool needed to au-tonomously continue, increasing and developing his learning capabilities, both through the adoption of a critical approach in the study of the progress of the subject and the continuing updating in doc-trine and laws, through the help of papers and linking to specific web-sites.

Prerequisites
Formally none; some knowledge of the tools given during the business-economics course facilitates the understanding of the discussed topics.

Program
Business Success and Strategy (2 hours). The company's strategic formula (2 hours). The business strategy (2 hours). The multi-business strategy (2 hours). The financial strategy (2 hours). Social strategy (2 hours). The resource strategy (2 hours). The strategy of operations (2 hours). The organi-zational strategy (2 hours). The governance strategy (2 hours). The border strategy (2 hours). Com-petitive dynamics (2 hours). Change, strate

Business Success and Strategy (2 hours). The company's strategic formula (2 hours). The business strategy (2 hours). The multi-business strategy (2 hours). The financial strategy (2 hours). Social strategy (2 hours). The resource strategy (2 hours). The strategy of operations (2 hours). The organi-zational strategy (2 hours). The governance strategy (2 hours). The border strategy (2 hours). Com-petitive dynamics (2 hours). Change, strategy and business policy (1 hour). The strategic change (1 hour). Innovation in the company's strategic governance (2 hours). Corporate strategy and change management (2 hours). Measuring strategic performance (4 hours). The formulation and communica-tion of the company strategy (2 hours). Strategic Analysis Tools (6 hours). Business cases (6 hours).

Teaching Methods

Face-to-face lessons, exercises, insights.

Textbooks

Galeotti M., Garzella S. (2013), Governo strategico dell’azienda, Giappichelli, Torino.
Fiorentino R. (2011), Il cambiamento strategico nel governo dell’azienda, Aracne Editrice, Roma.

Thompson/Peteraf/Gamble/Strckland (2018), Crafting & Executing Strategy, The Quest for Competitive Advantage. Concepts and cases.
Further material for the preparation of the exam and more precise information on specific parts of the suggested texts will be given both during the course and on the teacher's web-site.

Learning assessment

Tests during the course (for class attendants) and final examination. The assessment of the expected learning results will take place in different ways and times. Specifically, learning outcomes will be verified through training tests based on: structured tests aimed to acquire knowledge and the use of corporate cases to learn some specific skills.
The students will be given a brief amount of time to carried out the test, in order to stimulate their ability to summarize and to judge independently, while selecting the most relevant information for an effective communication of the knowledge achieved. For class attendants, the final valuation will be based on project works. Each group will prepare a power point presentation which will be il-lustrated to the other students in 25 minutes; 10 additional minutes will be given to each group to allow the students to answer the questions emerging from the discussion. The valuation, expressed in thirtieths, will participate to the score of the examination.
At the end of the course, the acquired knowledge will be tested through a written examination and an oral interview on the subject of the course. The questions, both oral and written (and their valua-tion), are intended to measure the acquired knowledge and, in particular:
- Knowledge and comprehension through theoretical-doctrinal questions (30%);
- Ability to demonstrate the acquired knowledge and comprehension through specific questions which permit a valuation of actual cases (30%);
- Independence of judgement, through questions which assume an autonomous valuation of the choices to be made (30%);
- Communication skills (clarity, completeness, correctness and use of an appropriate technical language) (10%).

Oral interview includes the discussion on both the written test and other topics of the course.

More information