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Oggetto:

Foundamentals of management

Oggetto:

Foundamentals of management

Oggetto:

Anno accademico 2023/2024

Docenti
Stefano Bresciani (Titolare del corso)
Elisa Giacosa (Titolare del corso)
Anno
1° anno
Periodo
Da definire
Crediti/Valenza
17
SSD attività didattica
SECS-P/07 - economia aziendale
Erogazione
Tradizionale
Lingua
Inglese
Oggetto:

Sommario insegnamento

Oggetto:

Obiettivi formativi

Il corso mira a illustrare le basi teoriche dell'economia aziendale e delle scienze del management. Intende esplorare le metodologie più preziose nella ricerca scientifica e le analisi più diffuse nel mondo accademico.

Vengono identificati gli articoli scientifici più prestigiosi nella letteratura, invitando gli studenti a individuare i riferimenti teorici, lo sfondo, lo sviluppo e le implicazioni teoriche e pratiche delle teorie. Successivamente, si svolge una discussione per far emergere le tendenze nel campo della ricerca.

Pertanto, l'obiettivo del corso è creare la mentalità e fornire le basi necessarie per comprendere il funzionamento delle aziende.

 

The course aims to illustrate the theoretical basis of business and management science. It intends to explore the most valuable methodologies in scientific research and the most widespread examination in academia. T

Several of the most prestigious scientific articles in the literature are identified, inviting learners to identify the theories' references, background, development, and theoretical and practical implications. It is followed by a discussion to let emerge the trend in the research field.

Therefore, the course aims to create the mindset and provide the background necessary to understand the functioning of the company.

Oggetto:

Risultati dell'apprendimento attesi

L'insegnamento consente di completare la formazione della componente studentesca con nozioni e strumenti che permettono di approfondire i temi dell'economia aziendale e del business management.

The teaching allows to complete the training of the student component with notions and tools that allow to deepen the knowledge inherent management accounting and business management.

Oggetto:

Programma

Il contenuto principale del corso è la centralità dell'azienda, studiata sia in generale sia nelle sue principali funzioni. L'azienda è esaminata con un approccio sistematico e basato sui processi per comprendere i suoi elementi vitali e le interrelazioni.

Si pone l'accento sulle caratteristiche e gli scopi nell'incontro delle esigenze umane e nella creazione di valore. Inoltre, vengono spiegate le principali teorie di gestione riconosciute a livello internazionale. Gli studenti di dottorato sono incoraggiati ad esaminare l'applicazione delle teorie manageriali all'interno della letteratura pertinente.

 

The characteristic dimension of the course is the centrality of the company, studied both in general and in its main functions. The company is examined with a systems and process approach to understand its vital elements and interrelationships.

Emphasis is placed on characteristics and purpose in meeting human needs and creating value. Moreover, the principal internationally recognised management theories are explained. Ph.D students are encouraged to examine the application of managerial theories within the relevant literature.

Oggetto:

Modalità di insegnamento

Il corso viene erogato in modo interattivo in modo da facilitare la condivisione di conoscenza tra i Dottorandi.

The course will be delivered in an interactive way that helps to facilitate knowledge sharing between PhD students.

Oggetto:

Modalità di verifica dell'apprendimento

Gli studenti saranno valutati sulla base di una relazione scritta (se possibile, realizzata in gruppo) riguardante ciò che si è appreso.

The students will be evaluated on the basis of a written (if possible, by a couple of them) report (i.e. the “homework”) about the applications of these tools in the analysis of the state of the art about a chosen research subject.

Testi consigliati e bibliografia

Oggetto:

STRATEGIC MANAGEMENT

Barney, J. B. (2001). Is the resource-based “view” a useful perspective for strategic management research? Yes. Academy of management review, 26(1), 41-56.

Barney, J. B. (2001). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of management, 27(6), 643-650.

Dyer, J. H., & Singh, H. (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of management review, 23(4), 660-679.

Gulati, R., Nohria, N., & Zaheer, A. (2000). Strategic networks. Strategic management journal, 21(3), 203-215.

Porter, M. E. (1989). How competitive forces shape strategy. In Readings in strategic management (pp. 133-143). Palgrave, London.

Priem, R. L., & Butler, J. E. (2001). Is the resource-based “view” a useful perspective for strategic management research? Academy of management review, 26(1), 22-40.

Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic management journal, 18(7), 509-533.

Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic management journal, 5(2), 171-180.

 

INTERNATIONAL BUSINESS

Dunning, J. H. (2001). The eclectic (OLI) paradigm of international production: past, present and future. International journal of the economics of business, 8(2), 173-190.

Ghoshal, S., & Bartlett, C. A. (1990). The multinational corporation as an interorganizational network. Academy of management review, 15(4), 603-626.

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, 40(9), 1411-1431.

Meyer, K. E., Mudambi, R., & Narula, R. (2011). Multinational enterprises and local contexts: The opportunities and challenges of multiple embeddedness. Journal of management studies, 48(2), 235-252.

Rugman, A. M., Verbeke, A., & Nguyen, Q. T. (2011). Fifty years of international business theory and beyond. Management International Review, 51(6), 755-786.

Welch, C., Piekkari, R., Plakoyiannaki, E., & Paavilainen-Mäntymäki, E. (2011). Theorising from case studies: Towards a pluralist future for international business research. Journal of International Business Studies, 42(5), 740-762.

 

INNOVATION MANAGEMENT

Adams, R., Bessant, J., & Phelps, R. (2006). Innovation management measurement: A review. International journal of management reviews, 8(1), 21-47.

Chesbrough, H. (2003). The logic of open innovation: managing intellectual property. California Management Review, 33-58.

Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative science quarterly, 128-152.

Dahlander, L., & Gann, D. M. (2010). How open is innovation? Research policy, 39(6), 699-709.

Teece, D. J. (2010). Business models, business strategy and innovation. Long range planning, 43(2-3), 172-194.

Von Hippel, E. (2009). Democratizing innovation: the evolving phenomenon of user innovation. International Journal of Innovation Science, 1(1), 29-40.

West, J., & Bogers, M. (2014). Leveraging external sources of innovation: a review of research on open innovation. Journal of Product Innovation Management, 31(4), 814-831.

Schuh, G., Lenders, M., & Hieber, S. (2011). Lean Innovation-;Introducing value systems to product development. International Journal of Innovation and Technology Management, 8(01), 41-54.

Bolton, R., & Hannon, M. (2016). Governing sustainability transitions through business model innovation: Towards a systems understanding. Research Policy, 45(9), 1731-;1742. https://doi.org/10.1016/j.respol.2016.05.003

Dougherty, D., & Dunne, D. D. (2011). Organizing ecologies of complex innovation. Organization Science, 22(5), 1214-;1223. https://doi.org/10.1287/orsc.1100.0605

 

KNOWLEDGE MANAGEMENT

Alavi, M., & Leidner, D. E. (2001). Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS quarterly, 107-136.

Darroch, J. (2005). Knowledge management, innovation and firm performance. Journal of knowledge management, 9(3), 101-115.

Grant, R. M. (1996). Toward a knowledge‐based theory of the firm. Strategic management journal, 17(S2), 109-122.

Inkpen, A. C., & Tsang, E. W. (2005). Social capital, networks, and knowledge transfer. Academy of management review, 30(1), 146-165.

Nonaka, L., Takeuchi, H., & Umemoto, K. (1996). A theory of organizational knowledge creation. International Journal of Technology Management, 11(7-8), 833-845.

Phelps, C., Heidl, R., & Wadhwa, A. (2012). Knowledge, Networks, and Knowledge Networks: A Review and Research Agenda. Journal of Management, 38, 1115-;1166. https://doi.org/10.1177/0149206311432640.

 

BUSINESS MODELS AND PERFORMANCES

Epstein, M. J., & Roy, M. J. (2001). Sustainability in action: Identifying and measuring the key performance drivers. Long Range Planning, 34, 585-604.

Kaplan R.S., Norton D.P., “The Balanced Scorecard: measures that drive performance”, in Harvard Business Review, vol. 70, n. 1, 1992, pp. 71-79

Kaplan R.S, Norton D.P., “Using the Balanced Scorecard as a Strategic Management System”, in Harward Business Review, vol. 74, n. 1, 1996, pp. 75-85.

Osterwalder, A. and Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Hoboken, NJ, John Wiley and Sons.

Schaltegger, S., Lüdeke-Freund, F., & Hansen, E. G. (2012). Business cases for sustainability: The role of business model innovation for corporate sustainability. International Journal of Innovation & Sustainable Development, 6, 95-119.

 

INTEGRATED REPORT

Dumay, J., Bernardi, C., Guthrie, J., & Demartini, P. (2016). Integrated reporting: A structured literature review. Accounting Forum, 40, 166-185.

De Villiers, C., Rinaldi, L., & Unerman, J. (2014). Integrated reporting: Insights, gaps and an agenda for future research. Accounting, Auditing & Accountability Journal, 27, 1042-1067.

De Villiers, C., Venter, E., & Hsiao, P.-C. K. (2016). Integrated reporting: Background, measurement issues, approaches and an agenda for future research. Accounting & Finance, 27, 1042-1067.

 

ENTREPRENEURSHIP

Audretsch, D. B. (2014). From the entrepreneurial university to the university for the entrepreneurial society. The Journal of Technology Transfer, 39(3), 313-321.

Audretsch, D. B., & Lehmann, E. E. (2005). Does the knowledge spillover theory of entrepreneurship hold for regions? Research Policy, 34(8), 1191-1202.

Basso, O., Fayolle, A., & Bouchard, V. (2009). Entrepreneurial orientation: The making of a concept. The International Journal of Entrepreneurship and Innovation, 10(4), 313-321.

Clarysse, B., & Moray, N. (2004). A process study of entrepreneurial team formation: the case of a research-based spin-off. Journal of Business Venturing, 19(1), 55-79.

Covin, J. G. and D. P. Selvin (1991). “A Conceptual Model of Entrepreneurship as Firm

Behaviour,” Entrepreneurship Theory and Practice, 16, 7-25.

Covin, J.G. and Slevin, D.P. (1990), 'New venture strategic posture, structure, and performance: An industry life cycle analysis', Journal of business venturing, vol 5, no. 2, pp. 123-135.

Fellnhofer, K. (2016). The organizational pervasiveness of entrepreneurial orientation across hierarchical levels. The International Journal of Entrepreneurship and Innovation, 17(4), 217-227.

Fisher, R., Maritz, A. and Lobo, A. (2014), 'Evaluating entrepreneurs’ perception of success: Development of a measurement scale', International Journal of Entrepreneurial Behavior & Research, vol 20, no. 5, pp. 478-492.

Lumpkin, G. T., and G. G. Dess (1996). “Clarifying the Entrepreneurial Orientation Construct and Linking it to Performance,” Academy of Management Review, 21(1), 135-172.

 

FAMILY BUSINESS

Banalieva E.R., and K.A. Eddleston (2011). “Home-Region Focus and Performance of Family Firms: The Role of Family vs Non-Family Leaders” Journal of International Business Studies, 42, 1060-;1072.

Beckhard R., and G. Dyer (1983). “Managing Change in the Family Firm: Issues and Strategies,” Sloan Management Review 24(3), 59 -;66.

Chua J. H., J. J. Chrisman, and P. Sharma (1999). “Defining the Family Business by Behavior” Entrepreneurship Theory and Practice, 23(4), 19-39.

Deephouse D. L., P. Jaskiewicz (2013). “Do Family Firms Have Better Reputations Than Non‐Family Firms? An Integration of Socioemotional Wealth and Social Identity Theories,” Journal of Management Studies, 50(3), 337-360.

Hammond, N. L., Pearson, A. W., & Holt, D. T. (2016). The quagmire of legacy in family firms: Definition and implications of family and family firm legacy orientations. Entrepreneurship Theory and Practice, 40(6), 1209-1231.

Lumpkin G. T., W. Martin, and M. Vaughan (2008). “Family Orientation: Individual-Level Influences on Family Firm Outcomes,” Family Business Review, 21, 127-138.

Lubatkin M. H., W.S. Schulze, Y. Ling, Yan, and R. N. Dino (2005). “The Effects of Parental Altruism on the Governance of FamilyManaged Firms,” Journal of Organizational Behavior, 26(3), 313-330.

 

SMEs

Borch, O.J., Huse, M. and Senneseth, K. (1999), 'Resource configuration, competitive strategies and corporate entrepreneurship: An empirical examination of small firms', Entrepreneurship Theory and Practice, vol 24, no. 1, pp. 49-;70.

Gnyawali, D. R., & Park, B. J. (2009). Co‐opetition and technological innovation in small and medium‐sized enterprises: A multilevel conceptual model. Journal of small business management, 47(3), 308-330.

Lee, S., Park, G., Yoon, B., & Park, J. (2010). Open innovation in SMEs—An intermediated network model. Research policy, 39(2), 290-300.

Levy, M., & Powell, P. (1998). SME flexibility and the role of information systems. Small Business Economics, 11(2), 183-196.

Lubatkin, M. H., Simsek, Z., Ling, Y., & Veiga, J. F. (2006). Ambidexterity and performance in small-to medium-sized firms: The pivotal role of top management team behavioral integration. Journal of management, 32(5), 646-672.

Van de Vrande, V., De Jong, J. P., Vanhaverbeke, W., & De Rochemont, M. (2009). Open innovation in SMEs: Trends, motives and management challenges. Technovation, 29(6-7), 423-437.

 

INFORMATION TECHNOLOGY

Sambamurthy, V., Bharadwaj, A., & Grover, V. (2003). Shaping agility through digital options: Reconceptualizing the role of information technology in contemporary firms. MIS quarterly, 237-263.

Tallon, P. P., & Pinsonneault, A. (2011). Competing perspectives on the link between strategic information technology alignment and organizational agility: insights from a mediation model. Mis Quarterly, 463-486.

Xue, L., Ray, G., & Sambamurthy, V. (2012). Efficiency or innovation: How do industry environments moderate the effects of firms' IT asset portfolios?. MIS quarterly, 509-528.

 

ORGANIZATION STUDIES

Markus, M. L. and Robey, D. (1988). Information Technology and Organizational Change: Causal Structure in Theory and Research. Management Science, 34(5), 583-598.

Van de Ven, A. H. and Sun, K. (2011). Breakdowns in Implementing Models of Organization Change. Academy of Management Perspectives, 25(3), 58-74.

Davis, G. F., & Marquis, C. (2005). Prospects for organization theory in the early twenty-first century: Institutional fields and mechanisms. Organization Science, 16(4), 332-;343.

Dosi, G., & Marengo, L. (2007). On the evolutionary and Behavioral Theories of organizations: A tentative roadmap. Organization Science, 18(3), 491-;502.

Gulati, R., Puranam, P., & Tushman, M. (2012). Meta-organization design: Rethinking design in interorganizational and community contexts. Strategic Management Journal, 33(6), 571-;586.

Kogut, B., & Zander, U. (1996). What Firms Do? Coordination, Identity , Learning. Organization Science, 7(5), 502-;518.

Lounsbury, M., & Beckman, C. M. (2015). Celebrating organization theory. Journal of Management Studies, 52(2), 288-;308.

Luthans, F., & Youssef, C. M. (2007). Emerging positive organizational behavior. Journal of Management, 33(3), 321-;349.

Tracey, P., Phillips, N., & Jarvis, O. (2011). Bridging institutional entrepreneurship and the creation of new organizational forms: A multilevel model. Organization Science, 22(1), 60-;80.

 

CO-CREATION and SERVICE DOMINANT LOGIC

Grönroos, C. and Voima, P. (2013). Critical service logic: making sense of value creation and co-creation. Journal of the Academy of Marketing Science, 41(2), 133-150.

Vargo, S. L., & Lusch, R. F. (2008). Service-dominant logic: Continuing the evolution. Journal of the Academy of Marketing Science, 36(1), 1-;10.

 

PUBLIC MANAGEMENT

Andrews, R., Boyne, G. A. and Walker, R. M. (2011). Dimensions of Publicness and Organizational Performance: A Review of the Evidence. Journal of Public Administration Research and Theory, 21(Supplement 3), i301-i319.

Arellano-Gault, D., Demortain, D., Rouillard, C. and Thoenig, J.-C. (2013). Bringing Public Organization and Organizing Back In. Organization Studies, 34(2), 145-167.

Bozeman, B. (2013). What Organization Theorists and Public Policy Researchers Can Learn from One Another: Publicness Theory as a Case-in-Point. Organization Studies, 34(2), 169-188.

Bruton, G. D., Peng, M. W., Ahlstrom, D., Stan, C. and Xu, K. (2015). State-owned Enterprises Around the World as Hybrid Organizations. The Academy of Management Perspectives, 29(1), 92-114.

Feldman, M. S. and March, J. G. (1981). Information in organizations as signal and symbol. Administrative Science Quarterly, 26(2), 171-186.

Kelman, S. (2007). Public Administration and Organization Studies. Academy of Management Annals, 1(1), 225-267.

Margetts, H. (2009). The Internet and Public Policy. Policy & Internet, 1(1), 1-21.

 

FINANCE

Fama, E.F., French, K.R. (2015), A five-factor asset pricing model, Journal of Financial Economics, Volume 116, Issue 1, pp. 1-22.

IA Strebulaev (2007), Do tests of capital structure theory mean what they say?, The Journal of Finance, 62 (4), 1747-1787

LaPorta, Rafael, Florencio Lopez-de-Silanes, and Andrei Shleifer. 1999. “Corporate Ownership Around the World”, The Journal of Finance, 54 (2): 471-517.

Ljungqvist, Alexander and Hochberg, Yael V. and Lu, Yang (2007), Whom You Know Matters: Venture Capital Networks and Investment Performance, The Journal of Finance, 62 (1), pp. 251-301.

Milton, H. and Raviv, A. (1991), The Theory of Capital Structure, Journal of Finance, 46 (1), pp. 297-355

Rajan, Raghuram G., and Luigi Zingales (1995). “What Do We Know about Capital Structure? Some Evidence from International Data.” The Journal of Finance, vol. 50, no. 5, pp. 1421-;1460.

Shleifer, Andrei, and Robert W Vishny. 1997. “A Survey of Corporate Governance.” The Journal of Finance, 52 (2): 737-783.

Xie, Fei & Masulis, Ronald & Wang, Cong. (2007). Corporate Governance and Acquirer Return. The Journal of Finance, 62 (4), pp. 1851-1889.



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