1. Critically evaluate and be able to use advanced concepts, frameworks and tools of strategy to analyse the internal capabilities of the organisation and the external competitive environment.

2. Appraise, investigate and recommend about how firms can solve their strategic issues to gain a sustainable competitive advantage in multiple, diverse contexts by reflecting on how theoretical knowledge can aid practising strategists and managers.

3. Critically evaluate strategic business situations, formulating new strategy, and propose a plan to adopt the suggested strategy.

No prerequisites

KNOWLEDGE AND UNDERSTANDING: The students should be able to understand and use business management terms, concepts, theories, and management processes. In particular, students should: 1) Define and use business management terms, concepts and theories; 2) Describe business situations using examples; 3) Explain management processes and strategies; 4) Determine which processes and strategies are relevant to a business situation. 5) Provide additional information and suggestions that demonstrates a depth of understanding. APPLYING KNOWLEDGE AND UNDERSTANDING: Students should be able to use their knowledge to identify issues in the business environment, analyze business information and management strategies to interpret trends, patterns and relationships. In particular, students should: 1) Select and organize business information from primary and secondary sources. 2) Apply theoretical models to identify issues in business situations. 3) Analyze business information and management strategies, and interpret trends, patterns and relationships via theoretical models. 4) Analyze relationships between different factors in business management contexts and make judgements of such relationships on business outcomes. MAKING JUDGEMENTS: When students evaluate management strategies, they make judgments about the strategies employed by existing businesses or competitors, including whether they align with the objectives of the business. When students justify recommendations, they use evidence to support these. Evidence may be drawn from the analysis, interpretation, or evaluation of business information and management strategies. COMMUNICATION SKILLS: By the conclusion of this class, students should communicate using appropriate language to convey meaning to audiences for a particular purpose. Language conventions include spelling, punctuation, grammar, timing, and referencing conventions. The purpose of the written assignment is to verify the student's ability to communicate effectively and with technical language properties the concepts learned during the course. LEARNING SKILLS: By the end of the course, a student must demonstrate that he/she can apply the acceptable knowledge and understanding described in the present syllabus. 1. The corporation and its stakeholders. 2. Corporate Social Responsibility and ethics. 3. Company's vision, mission, strategic goals. 4. Evaluating a company’s external environment: PESTEL, competitive - five forces analysis, scenario planning, 5. Evaluating a company’s internal environment: value chain analysis, SWOT, VRIO. 6. Portfolio analysis: BCG matrix and GE/McKinsey matrix. 7. Company’s Resources and Capabilities. 9. Competitive and Growth Strategies. 10. International Strategy, Diamond Model and Organizational Structures. 11. Cultural differences in Business. 12. Supply Chain Management. 13. Marketing

The textbook of the course is:

Business & Management (Prof. Romanello) - McGraw Hill - Create.
ISBN: 9798219006517.

This textbook was specifically edited by McGraw Hill for this course. It can be bought online or in physical bookstores. It includes the following chapters of three different textbooks:

1) Dess G., McNamara G., Eisner A., Sauerwald V. (2024). Strategic Management: Creating Competitive Advantages. 11th Edition. McGraw Hill.
It is also possible to use the 10th edition since it has similar contents for the purpose of the module. Chapters 1, 2, 3, 5, 6, 7.

2) Hill W.L. Charles - International Business. Competing in the Global Marketplace. McGraw Hill. Chapters 4, 5, 14, 17.

3) Hartley S., Kerin R. and Rudelius W. - Marketing - McGraw Hill. Chapter 1.

Additional materials will be indicated and uploaded in the Teams Channel of the course by the professor during the course.

Additional mandatory reference:

Hambrick, D. C., & Fredrickson, J. W. (2005). Are you sure you have a strategy?. Academy of Management Perspectives, 19(4), 51-62.
The paper presents in detail the Strategy Diamond needed for class discussion and assignments. The reading of this paper is essential.

1. The corporation and its stakeholders. 2. Corporate Social Responsibility and ethics. 3. Company's vision, mission, strategic goals. 4. Evaluating a company’s external environment: PESTEL, competitive - five forces analysis, scenario planning, 5. Evaluating a company’s internal environment: value chain analysis, SWOT, VRIO. 6. Portfolio analysis: BCG matrix and GE/McKinsey matrix. 7. Company’s Resources and Capabilities. 9. Competitive and Growth Strategies. 10. International Strategy and Organizational Structures. 11. Cultural differences in Business. 12. Supply Chain Management. 13. Marketing

1. Lectures 2. In-class case studies 3. In-class discussion of case studies Brainstorming 5. Learning by doing 6. Role plays 7. Flipped classroom 8. Group works 9. In-class presentations (Public speaking)

Teaching materials will be uploaded only in the Teams course channel.

To take the exam, it is mandatory to register for the exam in Esse3 system. There are specific windows available to register, as detailed in Esse3 page for each Exam session. Assessment methods and criteria will be illustrated at the beginning of the course, and a clear description of the guidelines will remain available in the Business & Management Teams. Attending students: Students are evaluated through a teamwork in-class presentation (30%) and a written final exam (70%). The final written exam will include both multiple choice questions and open-ended questions (e.g., theoretical questions and/or practical examples regarding the application of theoretical concepts to a business case). The teamwork presentation will consist of a presentation given in class (30% of the final grade). In addition to the group presentation, students will deliver a peer assessment regarding the individual contribution in the groupwork, which will be used to weight the individual grade of each group member. Details will be explained during the first lesson and remain available during the a.y. in the guidelines uploaded in Teams. Attendance verification modes will be better illustrated during the first lesson. To succeed the exam, the student must achieve a minimum score of 18/30. Laude can be attributed to students that obtain the maximum grade (30/30) and also demonstrate excellent quality showing a full achievement of learning outcomes beyond normal expectations. Non attending students: Students are evaluated through a written final exam (70%), including both multiple choice questions and at least two open-ended questions (e.g., theoretical questions and/or practical examples regarding the application of theoretical concepts to a business case). To succeed the exam, the student must achieve a minimum score of 18/30. Laude can be attributed to students that obtain the maximum grade (30/30) and also demonstrate excellent quality showing a full achievement of learning outcomes beyond normal expectations.

This module explores topics related to one or more of the goals of the United Nations 2030 Agenda for Sustainable Development.