Università degli Studi di Napoli "Parthenope"

Teaching schedule

Academic year: 
2021/2022
Belonging course: 
Course of Master's Degree Programme on FASHION, ART AND FOOD MANAGEMENT
Disciplinary sector: 
BUSINESS ADMINISTRATION AND MANAGEMENT (SECS-P/07)
Language: 
English
Credits: 
9
Year of study: 
2
Teachers: 
Cycle: 
First Semester
Hours of front activity: 
72

Language

English

Course description

The course is developed in order to introduce students to the main and most modern aspects of strategic intelligence and performance measurement, with specific reference to companies operating in the Fashion, Art and Food (FAF) sectors.
The course will be developed to engage students through examples, case studies, business games, testimonials and exercises.
The learning objectives of the course can be defined as follows.
1. Knowledge and understanding.
The student at the end of the course will be able to:
- Know the main dimensions and the main elements of the strategic intelligence, in general, and in the specificities of the Fashion, Art and Food sectors;
- Know the models, tools and main indicators of the strategic intelligence and performance measurement;
- Know the similarities and specificities of strategic intelligence and performance management in the "traditional" world and in the digital world.
2. Ability to apply.
At the end of the course the student will be able to:
- Develop and apply models and tools of strategic intelligence and performance management;
- Develop and support business models in FAF industries;
- Create strategic intelligence and performance management models on adequate IT platforms and with adequate reporting tools.
3. Autonomy of judgment.
At the end of the course the student will be able to:
- Evaluate, propose and formulate analysis and judgments with reference to the goodness, effectiveness and efficiency of strategic intelligence and performance measurement systems.
4. Communication skills.
At the end of the course the student will be able to:
- draft reports of strategic analysis and evaluation of value creation using tools and analyzes typical of strategic intelligence and performance measurement.
5. Learning ability.
The student at the end of the course will be able to:
- autonomously update and deepen topics and specific applications of strategic intelligence and performance measurement both in the "traditional" and the digital world;
- interpret and understand the evolutions and trends of strategic intelligence and performance measurement both in the "traditional" and the digital world.

Prerequisites

Business administration. Management accounting.
Strategic management.

Syllabus

1. Strategic intelligence e performance measurement
- What’s Strategy and why needs strategies
- The elements of the strategic management: from ideas to action passing through decisions
- Faf Companies and strategic management
- The information and the information system as connecting elements in the government process
- What’s the intelligence?
- Why strategic intelligence?
- Faf companies and strategic intelligence

2. The dimensions of strategic intelligence
- The traditional intelligence and the digital intelligence
- The competitive intelligence
- The corporate intelligence

3. Strategy, structure and strategic intelligence
- Strategic intelligence in the corporate governance: formal structure, new roles and organization chart
- Roles and subject of the strategic intelligence and performance management
- The habit of the traditional figures and the inter functional resources and attitude

4. Strategic management and performance indicators
- Qualitative and quantitative approaches and indicators
- Financial statement and performance management
- Management Accounting and performance management
- Strategic management and performance
- Multidimensional and systematic approaches to the performance management
- Multidimensional and systematic approaches to the performance management in Faf companies
- Strategic intelligence dimensions and indicators
- Strategic intelligence and reporting systems

5. Strategic intelligence, performance measurement and digital intelligence
- Performance Management and Digital intelligence for business model definition
- Performance Management and Digital intelligence for competitive and operational strategies
- Performance Management and Digital intelligence for corporate and brand image

The course will introduce students to the development and management of strategic intelligence, and to the analysis of corporate performance in value creation process from a preventive and final perspective.
Attention will mainly be devoted to the process of identifying, retrieving and processing information with strategic relevance. The strategic intelligence will be analyzed in their main dimensions.
The link between the information system, strategic intelligence and the creation of value will be studied with the performance management system as the pivot of analysis.
Particular attention will be paid to the similarities, diversities and connections of strategic intelligence and performance management in the traditional world and in the digital world.
The organizational roles connected to the development of strategic intelligence and performance measurement will also be highlighted, analyzing their impact in the corporate governance process.
For each topic, after a first part of a general nature, verticalizations and analyzes dedicated to the faf sectors will be provided, highlighting their specificities and providing the elements to implement adequate customizations.

Teaching Methods

Lectures, tutorials, exercises, business game, testimonials and case studies.

Textbooks

The following papers are recommended:
1. CAPURRO, R., FIORENTINO, R., GARZELLA, S., LOMBARDI R. (2021), “The role of boundaries management in open innovation: towards a 3D perspective”, Business Process Management Journal – BPMJ - Vol. 27 No. 8, pp. 57-84
CAPURRO, R., FIORENTINO, R., GARZELLA, S., GIUDICI, A. (2021), “Big data analytics in innovation processes: Which forms of dynamic capabilities should be developed and how to embrace digitization?”, European Journal of Innovation Management – EJIM
3. Garzella S., Fiorentino R., Caputo A., Lardo A. (2020), "Business model innovation in SMEs: the role of boundaries in the digital era", Technology Analysis & Strategic Management, ISSN 1465-3990,
4. Garzella, S., Fiorentino R., Capurro R., (2020), Towards new conceptualization and scope of environmental dimension in the strategic formula, In: Corporate social responsibility. Theoretical analysis and practical implications, GARZELLA S., (a cura di) Milano, Franco Angeli
5. Mancini, D., Petrosino, A., Garzella, S., Lamboglia, R., (2018), La Business Intelligence e la Business Analytics nell'era dei Big Data: una analisi della letteratura, Management Control. Vol. 3
6. Caputo A., Garzella S., Fiorentino R. (2019), From the boundaries of the management to the management of the boundaries: business processes, capabilities and negotiations, Business Process Management Journal, ISSN 1463-7154.
7. Galeotti, M., Garzella, S., Fiorentino, R., Della Corte G., (2016), The Strategic Intelligence implications for information systems, Management Control, Vol. 6, No. 1
8. Garzella, S., Fiorentino, R., (2015). Synergy management pitfalls in mergers and acquisitions, Management Decision, Vol. 53 No. 7, ISSN 0025-1747.
9. Garzella, S., Fiorentino, R. (2014). An integrated framework to support the process of green management adoption, Business Process Management Journal, Vol. 20 No. 1, ISSN 1463-7154
10. Garzella, S., Fiorentino, R. (2013). How to control environmental strategy?, Management Control, Vol. 3 No. 1
Slides and material available on e-learning portal and on the Teams channel

Learning assessment

The assessment of expected learning outcomes will take place in several ways and at different times. Specifically, learning outcomes will be verified in itinere through: tests aimed at knowledge assessment, business game, case studies, aimed at skills assessment. At the end of the course the expected learning outcomes will be verified by an oral exam. Depending on the number of enrolled students, the Professor could provide a written test consisting of questions and exercises. The successful written test will allow students to have access to the oral exam.

More information