FIRM STRATEGIES

The course is one of the elective courses of the degree programme in Business Administration that allow students to gain knowledge of and understand the nature of management activities from a strategy perspective.
The course provides a general introduction to basic concepts and theories of strategy. The objectives of the course are: gaining basic knowledge of topics in strategy formulation in highly uncertain contexts, understanding tools and models that allow to interpret and critically analyze the strategic challenges facing contemporary firms, developing the ability to apply such knowledge, tools and models to the assessment and resolution of concrete strategic problems.

Attendance and active participation to the three formative activities proposed by the course (taught classes, teamworks, management guest lectures) coupled with systematic individual study will allow students to achieve the following learning outcomes:
1. Knowledge and understanding
1.1 Knowledge and understanding of the different theoretical approaches to the study of competitive advantage
1.2 Knowledge and understanding of tools and models for the interpretation of the strategic challenges that contemporary firms face when dealing with competitors, customers, value chain partners as well as with the broader socio-economic, technological, institutional and international context
1.3 Knowledge and understanding of the different strategic options available to firms facing uncertain competitive environments
2. Ability to apply knowledge and understanding
2.1 Ability to apply the different theoretical approaches to competitive advantage to real-world cases
2.2 Ability to apply models and tools to interpret the competitive environment in which firms operate and effectively analyze the resulting strategic challenges
3. Judgement
3.1 Ability to determine which theoretical approaches, tools and models are more appropriate to effectively evaluate the strategic challenges facing contemporary firms, in relation to the characteristics of the industrial, institutional, technological and international environment in which these operate
3.2 Ability to critically evaluate the most suitable strategic options, given the characteristics of the industrial, institutional, technological and international environment in which firms operate

Propaedeutic subjects: Business Administration (http://www.unive.it/pag/fileadmin/user_upload/cdl/laurea/et11/documenti/2017-18/propedeuticitaET11.pdf )
Basic knowledge of the theory of the firm, microeconomics, and basic management concepts, including knowledge of the nature and activities of the firm's business functions will be taken for granted.

The course will cover the following topics:
- The concept of strategy
- The concept of competitive advantage
- The resource-based theory
- Industry evolution and strategic change
- The strategic management of innovation
- Corporate strategies (diversification, vertical integration and internazionalization strategies)
- Strategy implementation

The topics covered in the course will be examined in depth by adopting different theoretical perspectives; applications to specific industry settings and real-world cases will be proposed.

For students not attending the course, the course contents will also include additional research material on four corporate strategy topics, as explained in the section "Texts".

Compulsory text

Robert M. Grant (2016) L'analisi strategica per le decisioni aziendali, Quinta edizione, Editore: Il Mulino
Chapters: 1, 5, 8, 9, 11, 12, 13, 14, 15

Students not attending the course will have to complement the syllabus by studying the following 4 scientific articles:

- Ye, G., Priem, R. L. & Alshwer, A. Achieving Demand-side Synergy from Strategic Diversification: How Combining Mundane Assets Can Leverage Consumer Utilities. Organization Science, 2012, 23: 207-224
- Johanson, J., & Vahlne, J. E. (2009). The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership. Journal of international business studies, 1411-1431
- Brass, D. J., Galaskiewicz, J., Greve, H. R., & Tsai, W. (2004). Taking stock of networks and organizations: A multilevel perspective. Academy of Management Journal, 47(6), 795-817
- Fosfuri, A., & Giarratana, M. S. (2009). Masters of war: Rivals' product innovation and new advertising in mature product markets. Management Science, 55(2), 181-19

The students' learning achievements will be evaluated differently depending on whether or not they have attended the course.

For students actively attending the course, learning achievements will be evaluated based on:
1. their participation to the 4 practical classes in which case studies will be analyzed and discussed in groups;
2. the 30 minutes written exam at the end of the course, which will be composed of 10 multiple choice questions and 1 open question (multiple choice questions grant a maximum of 2.5 points each; the open question grants a maximum of 5 points).

For students not attending the course, learning achievements will be evaluated based a written exam, which will be composed of 10 multiple choice questions and 1 open question (multiple choice questions grant a maximum of 2.5 points each; the open question grants a maximum of 5 points). Students not attending the course will be assigned an extended syllabus (4 scientific articles must be studied in addition to the book chapters, as explained in the section "Texts").

Multiple choice questions cover both theoretical issues and concrete management problems, with the aim to verify theoretical knowledge as well as capabilities in the application of models, tools and approaches to the analysis of complex business situations. The open question requires a careful motivation of the answer, thus allowing to ascertain students' judgement and ability to critically evaluate the strategic options available to problem resolutions.

The course teaching method is based on the combination of frontally-taught classes, teamworks, and practitioner guest lectures.
Teamworks require students to analyze real-world case studies dealing with some of the most important theoretical topics covered in the course, to collaborate to solve strategic problems proposed by the instructor, and to discuss solutions in the classroom, with the aim to develop competences in the application of models, tools and theoretical approaches to real-world business cases, and to build up capabilities in the critical evaluation of different strategic options.
Practitioner guest lectures allow to put into contexts tools and theoretical models by leveraging the speakers' direct experience in the strategic management of real-world firms.

Italian

Accessibility, Disability and Inclusion
Accommodation and support services for students with disabilities and students with specific learning impairments

Ca’ Foscari abides by Italian Law (Law 17/1999; Law 170/2010) regarding support
services and accommodation available to students with disabilities. This includes students with
mobility, visual, hearing and other disabilities (Law 17/1999), and specific learning impairments (Law 170/2010). If you have a disability or impairment that requires accommodations (i.e., alternate testing, readers, note takers or interpreters) please contact the Disability and Accessibility Offices in Student Services: disabilita@unive.it.

written

This subject deals with topics related to the macro-area "Circular economy, innovation, work" and contributes to the achievement of one or more goals of U. N. Agenda for Sustainable Development