CORPORATE STRATEGY

Course objectives are: a) provide theoretical and conceptual instrumentation required for the understanding and the definition of the corporate strategies adopted by the firms, b) describe the critical success factors of external growth operations (M & A and alliances) and divestment, c) provide complete framework of analysis that takes into account the optimization choices in portfolio management implementedby multibusiness firms and their strategic and financial reflections, d) ability to apply theories to business cases.

Business Management, Industrial Economy

Upon completing this course, students should be able to complete the full set of capabilities required by the Dublin’s descriptors, specifically: - Knowledge and understanding: comprehension of the complex strategic dynamics of the company, through the acquisition of specific knowledge, tools and new angles of observation; Students will learn the methodologies and tools useful to identify the companies’ scope of action, in vertical, horizontal and international direction; - Applying knowledge and understanding: ability to interpret multiple managerial and corporate issues, managing to apply the knowledge acquired, outlining effective strategic models in different scenarios and areas; - Making judgements: ability and autonomy of judgment to critically read the competitive scenario, from the industry to the ecosystem in which it operates; - Communication competences: enhancement of communication skills and ability to clearly synthesize, argue and transmit the conclusions driven from the analysis of any business case in a managerial and strategic scope; - Lifelong learning skills: ability to identify suitable materials, sources, and data to strengthen their future knowledge and acquire new competences.

Corporate Strategy fundamentals. Back to basics: Industry, Resources and competences, Managerial Innovation. Growth strategies: Diversification strategy. Diversified company management: horizontal strategies and interrelations. Portfolio Matrix. Vertical integration. Collaboration strategy: Build or Borrow? Firm restructuring and divestment strategies. Implementation, control and value in corporate strategy: collaboration strategies. Corporate Governance impact. Strategic control and measurement of business strategy.

Dess, G. G., Lumpkin, G. T., Eisner, A. B., & McNamara, G. (2014). Strategic management: Text and cases (Vol. 2). New York: McGraw-Hill Education. Additional material provided by the lecturer and published on Luiss Learn.

rontal teaching - Individual exercises - Team works on a business case –Research project – Business Presentations

The final grade for attendees consists of: 1) Final written exam, 45 minutes (30%) 2) Research teamwork activity (30%) 3) Individual assignment (10%) 4) Business teamwork activity (30%). The final grade for non-attendees consists of: Final written exam, 60 minutes (100%).

No merit criterion is required for thesis assignment (mean, 'grades, language skills, etc.). The only criterion followed is the assignments chronology. A proposal must be presented in order to indicate the central idea and the topic that will be addressed in the thesis.