Italian (English at request)
This course examines the economic factors underlying value creation in corporate strategy.
Knowledge and understanding
Students have to recognize and understand the relationships between strategy, competitive context, organizational structure, management systems, and leadership style within the large corporation and appreciate the tasks involved in implementing corporate strategy. At the end of the course, student should know a sophisticated basis for evaluating corporate strategy questions.
Applying knowledge and understanding
Students will develop the capability to analyse different industry settings and relate this to corporate level strategic decision-making. They will know and apply the fundamentals of business management of companies that operate in different industries in a flexibile way.
Students should analyze multifaceted problems and opportunities in complex, international corporations and to propose appropriate solutions. At the end of the course, students will be able to develop models for corporate strategies and evaluate the consequences of these models.
Students need to be able to answer in a precise and reasoned way to the questions posed during the written and the oral exam.
They should employ a technical and proper terminology and demonstrate the ability to synthesize the content in both written and oral examination.
Lifelong learning skills
Student should demonstrate the ability to manage independently what they learned, identifying the interdisciplinary connection among different topics.
Formally none; knowledge of basic management theoretical models
I BLOCK (18 HOURS)
Corporate Strategy triangle. Theoretical approaches of corporate strategy. RBV
II BLOCK (18 HOURS)
Diversification strategy: drivers and effects. Mode of grwoth strategies: M&A, Alliances, and organic growth (advantages and disadvantages). Economy of scale, scope and network externalities. Organizational boundaries.
III BLOCK (18 HOURS)
The management of multi-business companies. Analysis of organizational structure. Companies’ cohesion: costs and management mechanisms. Resource and capabilities
IV BLOCK (18 HOURS)
Corporate governance mechanisms and systems: outsider e insider systems. Corporate Social Responsibility: drivers and development stage. Business transformation: crisis management, turnaround project and rightsizing
Theory of corporate strategy – Corporate level strategy and business level strategy – growth strategy and BCG matrix – Value creation and corporate strategy - Organic growth, External growth: strategic alliances and M&A; managing the corporate strategy- CSR and Corporate strategy
The course will be organized in frontal lessons. To encourage learning, students are invited to view the material on the e-learning platform.
Theoretical arguments will be supported by the presentation of case studies and by corporate testimonials. Frontal lessons will be supported by slides but also by video footage.
The analytical approaches are illustrated based on planning problems in practice and their understanding is deepened with case studies, simulations, etc. Moreover, specific management problems in applying these approaches are examined.
• COLLINS, MONGOMERY, INVERNIZZI, MOLTENI, Corporate Level Strategy, Mc Graw-Hill
• Additional readings and materials provided by publishing house
• Selection of cases made available to the students at the beginning of the course.
All students will undertake a test examination, articulated in a written test consisting of open questions on the topics of the program, and an oral exam.
The written assignment consists of 8 among theoretical questions and case study analysis.
The vote in 30/30 will be the result of the two tests.
In itinere evaluation is also provided with simulation without any formal evaluation.