LUISS

Syllabus

Professor ROBERTO DANDI
General Discipline (SSD) SECS-P/08
Course Year 3
Semester I Semestre
Course 0
Credits 8
Total Workload 200
Total Lesson Hours 60
Course Contents introduction; The external forces; The internal forces; Business Strategies; Bunsiness MOdels and Blue Ocean Strategy; Network Strategies; Corporate Entrepreneurship; Organization Theory and Structure; Strategic Marketing; Innovation Management; Operations Management; Financial Management
Reference Books Volberda et al, (2011) Management (Custom edtion by Prof. Boccardelli), 1st Edition, Cengage Learning. Slides and other course materials will be published on the website
Course Formative Objectives The objective of the Management course is to analyse the most relevant issues and challenges faced by general managers that are critical for the short-term survival and long-term development of their firm. For this purpose, the course attempts to provide participants with an exposure to the challenges of managing strategically and to the complexity associated with general management responsibilities. It aims at developing personal capabilities, skills and attitudes to understand and cope effectively with these challenges.
Students will first understand the need for a strategic orientation for firm performance. The course will then deepen the understanding of how each managerial function (Organisation, Marketing, Innovation Management, Operations, and Finance)contributes to the value creation. Finally, financial evaluation methods accounting for the value of strategies are introduced and employed.
At the end of the course, student will acquire the ability to integrate different dimensions of a problem and to apply both logic and judgement in analysing situations. Throughout the course, students develop the analysis of case studies relating to prominent companies facing the challenge of competitive markets.
Prerequisites There are no prerequisites for this course
Teaching Method The Professor will take a pragmatic learning approach aimed at fostering involvement and interaction. The following methods will be used:
• traditional learning
• case studies
• team exercises
• seminars given by industry experts.
This teaching method enhances the student’s knowledge, as well as the ability to make decisions developing both a strategic and methodological approach.
Assessment Method Students will be evaluated on the basis of:
• three intermediate works each accounting for 10%
• a final exam accounting for the remaining 70%
Intermediate Works
• Students will need to work in groups of 2 or 3 people (the composition is non-changeable over the course). If Students can’t work in groups they have to be authorized by the Professor to work alone.
• Each student/group of student wll need to chose a firm to work on. The firm is non-changeable over the course. • All firms are suitable, as the topics of the assignement are general and can easily be adapted to all cases.
• Each assignement must be of min. 3 pages and max 5 pages, written in Times new roman 12pt.
• The topics and deadlines for the three assignements are:
– Industry analysis – to be handled on week 5
– Business Strategy Analysis – to be handled on week 8
– Analysis of a Managerial Function – to be handled on the last day of class.
• The assignements have to be uploaded from the website.
Final Exam
• Both a written exam and an oral exam are compulsory for all the students.
• The mark for the final exam, accounting for 70% of your evaluation, is determined by the average of the written/oral exam.
Criteria For Deciding On Subject Of Final Paper The Professor will evaluate dissertation proposals and decide whether to accept or not the student for the supervision of the final dissertation.
Each student has to submit an abstract of the final disseration project (2/3 pages in word), containing:
• an abstract of the project
• list of main references
• outline of the dissertation (chapters, paragraphs, etc)
• if you wish to work on a case, a brief description of the case and how you wish to collect data on it.
The abstract must be submitted online on the course website. Deadlines are indicated in the webpage “Dissertation”.
Extended Program And Reference Reading Material
Sept. 18 Section I: Introduction
Topics Class I:
The concept of strategy and performance.
What is a competitive advantage?
Business Strategies, Corporate Strategies
Text: Book Chapter n. 1
Sept. 20 Section I: Introduction
Topics Class II
Structure-Conduct-Performance Paradigm
Competitor Analysis
Threats, Opportunities
Strategic Groups
Text: Book Chapter n.2
Sept. 25 Section II: The External Forces
Topic Class I:
Industry Analysis: Porter Five forces Model
Text: Book Chapter n. 2
Sept. 27 Section II: The External Forces
Topic Class II:
Case Study on Porter Five Forces Model and Industry Analysis: Nintendo’s Disruptive Strategy: implications for the Video Game Industry
Text: Book Chapter n. 8
Oct. 2 Section III: The Internal Forces
Topics Class I:
Firm Resources and Capabilities
Resources and Competences Based View
Text: Book Chapter n.3
Oct. 4 Section III: The internal forces
Topics Class II:
Knowledge Based View
SWOT Analysis: Combining Strengths and Weaknesses with Threats and Opportunities
Text: Book Chapter n. 3
Oct. 9 Section IV: Business Strategies
Topics Class I:
Cost Leadership
Differentiation
Focus
Text: Book Chapter n. 4
Oct. 11 Section IV: Business Strategies
Topic Class II:
Case Study on Business Strategies and Competitive advantage: eBAY Bidding for the Future
Text: Book Chapter n. 5
Oct. 16 Section V: Business Models and Blue Ocean Strategy
Topics Class I:
Business Models
Value Proposition
Revenues Model
Value Appropriability
Text:
“Business model generation” Alexander Osterwalder & Yves Pigneur, 2010.
“Business model: theoretical roots, recent developments, and future research” , Zott, Amit e Massa, Working paper 2010 IESE
Business Model Innovation: Opportunities and Barriers” Henry Chesbrough Long Range Planning, 2009
“Business-Model Innovation: General Purpose Technologies and their Implications for Industry Structure” Alfonso Gambardella and Anita M. McGahan, Long Range Planning, 2009
Oct. 18 Section V: Business Models and Blue Ocean Strategy
Topics Class II:
Blue Ocean Strategy
Value Curve Innovation
Case Study on Blue Ocean Strategy: Cirque du Soleil
Text: Book Chapter n. 9 and 21
Oct. 23 Section VII: Network Strategies
Topics Class I:
Inter-organizational relationships
Relational Capital
Text: Book Chapter n. 5
Oct. 25 Section VII: Network Strategies
Topics Class II:
Paradox of Competition and Cooperation
Network Level Strategies
Text: Book Chapter n. 5
Oct. 30 Section VI: Corporate Entrepreneurship
Topics Class I:
The Forms of Corporate Entrepreneurship
Corporate Venturing
Corporate Venture Capital
Text: Book Chapter n. 7
nov-06 Section VI: Corporate Entrepreneurship
Topics Class II:
Strategic Entrepreneurship
Business Models as vehicles for corporate entrepreneurship
Text: Book Chapter n. 7
nov-08 Section VIII: Organization Theory and Structure
Topics Class I:
Organization Theory
What is an Organization?
Contextual and Structural Dimensions of Organization Design
Text: Book Chapter n. 8
nov-13 Section VIII: Organization Theory and Structure
Topics Class II:
Evolution of organization Theory and Design
Organization Structure
Organization Design
Text: Book Chapter n. 9
nov-15 Section IX: Strategic Marketing
Topics Class I:
Operative and Strategic Marketing
Consumers
Consumer Buying Process
Text: Book Chapter n. 10
nov-20 Section IX: Strategic Marketing
Topics Class II:
Segmentation
Targeting
Positioning
Text: Book Chapter n. 10
nov-22 Section X: Innovation Management
Topics Class I:
Strategy and Technology
Technical Standards and Formats
Network effects
First Mover Advantages
Technological Paradigms
Text: Book Chapter n. 11
nov-27 Section X: Innovation Management
Topics Class II:
Planning for innovation
Product and Process Innovation
New Product Development
Project Management in Innovation
Text: Book Chapters n. 15 and 16
nov-29 Section XI: Operations Management
Topics Class I:
The Organization as a Value Chain
Designing Operations Management Systems
Inventory Management
Lean Manufacturing and Productivity
Text: Book Chapter n. 17
Dec 4 Section XI: Operations Management
Topic Class II:
Case Study on Innovation and Operations Management: Strategic Leadership and Innovation at Apple Inc.
Text: Book Chapter n. 8
Dec 6 Stakeholder Management and Corporate Social Responsibility
Text: Slides by Kobeissi
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