The Management course aims at:
1) Reading and interpreting business operations in today's world;
2) Knowing and discussing the basic processes of business management;
3) Knowing and applying the tools for the analysis of the evolution of the competitive environment in which companies operate;
4) Knowing and applying the basic operational tools to take managerial decisions;
5) Developing the proper knowledge to further deepen specific managerial processes in the next future.
To achieve these goals, the course uses active and interactive teaching. Interactive participation is strongly recommended.
1) Reading and interpreting business operations in today's world;
2) Knowing and discussing the basic processes of business management;
3) Knowing and applying the tools for the analysis of the evolution of the competitive environment in which companies operate;
4) Knowing and applying the basic operational tools to take managerial decisions;
5) Developing the proper knowledge to further deepen specific managerial processes in the next future.
To achieve these goals, the course uses active and interactive teaching. Interactive participation is strongly recommended.
Curriculum
teacher profile teaching materials
Understanding the firm and value creation
The nature, purposes and characteristics of the firm; the firm as a system; the actors involved in management; stakeholders and value creation.
Interpreting the competitive environment
Analysis of the macro-environment and industry; changes in the competitive environment; relationships with competitors, customers, suppliers and other stakeholders; identification of environmental opportunities and threats.
Building and sustaining competitive advantage
The firm’s resources and capabilities; sources of competitive advantage; competitive strategies; conditions for sustaining competitive advantage over time.
Choosing how to grow and transform the firm
Growth strategies; internal and external growth; alliances and acquisitions; internationalisation; innovation and business model transformation.
Translating strategy into value for the market
The value chain and business processes; marketing and customer value creation; production and supply chain management; coordination among the main business functions.
Managing data, technology and artificial intelligence
The digital transformation of firms; the strategic use of data; applications of artificial intelligence; implications for managerial decision-making, capabilities and business models.
Organising the firm of the future
Organisational structures and decision-making processes; managing people and capabilities; the changing nature of work; sustainability, responsibility and ethics in managerial decision-making.
The content of each session, the required readings, business cases and any additional teaching materials will be specified in the detailed course schedule and made available through the virtual classroom (Microsoft Teams).
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials indicated during the course and made available through the virtual classroom (Microsoft Teams).
Lecture notes.
Non-attending students
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials listed in the course syllabus and made available through the virtual classroom (Microsoft Teams).
Students wishing to explore specific topics covered in the course in greater depth may contact the instructor during office hours for further bibliographical guidance.
Programme
The course covers the foundations of business economics and management, combining key theoretical models with business cases, readings and contemporary managerial challenges. The syllabus is organised into the following thematic areas:Understanding the firm and value creation
The nature, purposes and characteristics of the firm; the firm as a system; the actors involved in management; stakeholders and value creation.
Interpreting the competitive environment
Analysis of the macro-environment and industry; changes in the competitive environment; relationships with competitors, customers, suppliers and other stakeholders; identification of environmental opportunities and threats.
Building and sustaining competitive advantage
The firm’s resources and capabilities; sources of competitive advantage; competitive strategies; conditions for sustaining competitive advantage over time.
Choosing how to grow and transform the firm
Growth strategies; internal and external growth; alliances and acquisitions; internationalisation; innovation and business model transformation.
Translating strategy into value for the market
The value chain and business processes; marketing and customer value creation; production and supply chain management; coordination among the main business functions.
Managing data, technology and artificial intelligence
The digital transformation of firms; the strategic use of data; applications of artificial intelligence; implications for managerial decision-making, capabilities and business models.
Organising the firm of the future
Organisational structures and decision-making processes; managing people and capabilities; the changing nature of work; sustainability, responsibility and ethics in managerial decision-making.
The content of each session, the required readings, business cases and any additional teaching materials will be specified in the detailed course schedule and made available through the virtual classroom (Microsoft Teams).
Core Documentation
Attending studentsSciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials indicated during the course and made available through the virtual classroom (Microsoft Teams).
Lecture notes.
Non-attending students
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials listed in the course syllabus and made available through the virtual classroom (Microsoft Teams).
Students wishing to explore specific topics covered in the course in greater depth may contact the instructor during office hours for further bibliographical guidance.
Reference Bibliography
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale, latest available edition. Materials provided by the instructor through the virtual classroom (Microsoft Teams) and course notes. Additional required readings • Draghi, M. A e B (2024), The Future of European Competitiveness, European Commission. • Farronato, C., Fradkin, A., Hagiu, A. e Lomax, D. (2024), “Understanding the Tradeoffs of the Amazon Antitrust Case”, Harvard Business Review, 11 gennaio. Materiale del Decision Lab 1 - Amazon • Kerr, W.R. (2025), “Do We Reskill or Replace Our Workforce?”, Harvard Business Review, luglio-agosto, pp. 141–146. Materiale del Decision Lab 5 – Reskill or Replace? • Luca, M. e Edmondson, A.C. (2024), “Where Data-Driven Decision-Making Can Go Wrong”, Harvard Business Review, settembre-ottobre. • Mankins, M. e Crupi, M. (2026), “Bring Back Managing for Value”, Harvard Business Review, luglio-agosto. • McCarthy, D. e Fader, P. (2020), “How to Value a Company by Analyzing Its Customers”, Harvard Business Review, gennaio-febbraio. • McGrath, R. (2026), “The Power of Strategic Centering”, Harvard Business Review, luglio-agosto, pp. 68–79. • Murty, R.N. e Kumar, R.S. (2026), “When Every Company Can Use the Same AI Models, Context Becomes a Competitive Advantage”, Harvard Business Review, 18 febbraio. • Pidun, U., Szekasy, V., Havelková, B. e Job, A. (2025), “Growth Isn’t the Only Way for Companies to Create Value”, Harvard Business Review, 3 giugno. • Pine II, B.J. e Dubois, L.-É. (2024), “How Starbucks Devalued Its Own Brand”, Harvard Business Review, 26 giugno. Materiale del Decision Lab 2 – Starbucks • Rigby, D. e First, Z. (2025), “The Power of Strategic Fit”, Harvard Business Review, marzo-aprile. • Rodríguez-Vilá, O., Nickerson, D. e Bharadwaj, S. (2024), “How Inclusive Brands Fuel Growth”, Harvard Business Review, maggio-giugno, pp. 114–123. Materiale del Decision Lab 4 – Barbie • Sull, D., Davis, C., Golakia, N., Joison, S., Parikh, A. e Vorndran, K. (2025), Ferrari in 2025: Balancing Tradition and Innovation to Grow, caso n. 25-237, The Case Centre. Materiale del Decision Lab 3 – Ferrari • Villena, V.H. e Gioia, D.A. (2020), “A More Sustainable Supply Chain”, Harvard Business Review, marzo-aprile. • Visnjic, I., Monteiro, F. e Tushman, M.L. (2025), “Sustainability as a Business-Model Transformation”, Harvard Business Review, maggio-giugno.Attendance
Attendance is strongly recommended. Attendance will be recorded via QR code in 10 of the course’s 30 sessions. Students who attend at least 7 of the 10 monitored sessions will be considered attending students. Meeting this threshold is a prerequisite for access to continuous assessment. Students who do not meet the required threshold will be considered non-attending students and will take the comprehensive written examination covering the entire course syllabus.Type of evaluation
Assessment is based on individual written examinations. Students may choose between the following options: 1. Continuous assessment, consisting of: Attending students may access continuous assessment, consisting of a first individual mid-term examination and an individual final examination covering the second part of the course syllabus. The final examination is open only to students who have passed the first mid-term examination. Students are considered attending students if they have attended at least 7 of the 10 sessions in which attendance is recorded via QR code. Only students who pass the first mid-term examination may take the final examination. Students who do not pass the final examination will be required to take the comprehensive examination covering the entire course syllabus. Continuous assessment results are valid exclusively for all examination dates within the first examination session. 2. Comprehensive written examination covering the entire course syllabus, intended for students who do not participate in continuous assessment, do not pass the first mid-term examination, or do not successfully complete both stages of the continuous-assessment process. During the course, optional supplementary interactive activities may also be offered, either individually or in groups, including case discussions, article presentations and field projects. Participation and the quality of the work completed may result in the award of up to 3 additional points overall. Any points awarded for the field project will be valid only for all examination dates within the first examination session. The examinations are designed to assess students’ knowledge and understanding of the course content, their ability to apply managerial concepts and tools to the analysis of business situations, and their ability to formulate reasoned evaluations using appropriate terminology. teacher profile teaching materials
Understanding the firm and value creation
The nature, purposes and characteristics of the firm; the firm as a system; the actors involved in management; stakeholders and value creation.
Interpreting the competitive environment
Analysis of the macro-environment and industry; changes in the competitive environment; relationships with competitors, customers, suppliers and other stakeholders; identification of environmental opportunities and threats.
Building and sustaining competitive advantage
The firm’s resources and capabilities; sources of competitive advantage; competitive strategies; conditions for sustaining competitive advantage over time.
Choosing how to grow and transform the firm
Growth strategies; internal and external growth; alliances and acquisitions; internationalisation; innovation and business model transformation.
Translating strategy into value for the market
The value chain and business processes; marketing and customer value creation; production and supply chain management; coordination among the main business functions.
Managing data, technology and artificial intelligence
The digital transformation of firms; the strategic use of data; applications of artificial intelligence; implications for managerial decision-making, capabilities and business models.
Organising the firm of the future
Organisational structures and decision-making processes; managing people and capabilities; the changing nature of work; sustainability, responsibility and ethics in managerial decision-making.
The content of each session, the required readings, business cases and any additional teaching materials will be specified in the detailed course schedule and made available through the virtual classroom (Microsoft Teams).
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials indicated during the course and made available through the virtual classroom (Microsoft Teams).
Lecture notes.
Non-attending students
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials listed in the course syllabus and made available through the virtual classroom (Microsoft Teams).
Students wishing to explore specific topics covered in the course in greater depth may contact the instructor during office hours for further bibliographical guidance.
Programme
The course covers the foundations of business economics and management, combining key theoretical models with business cases, readings and contemporary managerial challenges. The syllabus is organised into the following thematic areas:Understanding the firm and value creation
The nature, purposes and characteristics of the firm; the firm as a system; the actors involved in management; stakeholders and value creation.
Interpreting the competitive environment
Analysis of the macro-environment and industry; changes in the competitive environment; relationships with competitors, customers, suppliers and other stakeholders; identification of environmental opportunities and threats.
Building and sustaining competitive advantage
The firm’s resources and capabilities; sources of competitive advantage; competitive strategies; conditions for sustaining competitive advantage over time.
Choosing how to grow and transform the firm
Growth strategies; internal and external growth; alliances and acquisitions; internationalisation; innovation and business model transformation.
Translating strategy into value for the market
The value chain and business processes; marketing and customer value creation; production and supply chain management; coordination among the main business functions.
Managing data, technology and artificial intelligence
The digital transformation of firms; the strategic use of data; applications of artificial intelligence; implications for managerial decision-making, capabilities and business models.
Organising the firm of the future
Organisational structures and decision-making processes; managing people and capabilities; the changing nature of work; sustainability, responsibility and ethics in managerial decision-making.
The content of each session, the required readings, business cases and any additional teaching materials will be specified in the detailed course schedule and made available through the virtual classroom (Microsoft Teams).
Core Documentation
Attending studentsSciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials indicated during the course and made available through the virtual classroom (Microsoft Teams).
Lecture notes.
Non-attending students
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials listed in the course syllabus and made available through the virtual classroom (Microsoft Teams).
Students wishing to explore specific topics covered in the course in greater depth may contact the instructor during office hours for further bibliographical guidance.
Reference Bibliography
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale, latest available edition. Materials provided by the instructor through the virtual classroom (Microsoft Teams) and course notes. Additional required readings • Draghi, M. A e B (2024), The Future of European Competitiveness, European Commission. • Farronato, C., Fradkin, A., Hagiu, A. e Lomax, D. (2024), “Understanding the Tradeoffs of the Amazon Antitrust Case”, Harvard Business Review, 11 gennaio. Materiale del Decision Lab 1 - Amazon • Kerr, W.R. (2025), “Do We Reskill or Replace Our Workforce?”, Harvard Business Review, luglio-agosto, pp. 141–146. Materiale del Decision Lab 5 – Reskill or Replace? • Luca, M. e Edmondson, A.C. (2024), “Where Data-Driven Decision-Making Can Go Wrong”, Harvard Business Review, settembre-ottobre. • Mankins, M. e Crupi, M. (2026), “Bring Back Managing for Value”, Harvard Business Review, luglio-agosto. • McCarthy, D. e Fader, P. (2020), “How to Value a Company by Analyzing Its Customers”, Harvard Business Review, gennaio-febbraio. • McGrath, R. (2026), “The Power of Strategic Centering”, Harvard Business Review, luglio-agosto, pp. 68–79. • Murty, R.N. e Kumar, R.S. (2026), “When Every Company Can Use the Same AI Models, Context Becomes a Competitive Advantage”, Harvard Business Review, 18 febbraio. • Pidun, U., Szekasy, V., Havelková, B. e Job, A. (2025), “Growth Isn’t the Only Way for Companies to Create Value”, Harvard Business Review, 3 giugno. • Pine II, B.J. e Dubois, L.-É. (2024), “How Starbucks Devalued Its Own Brand”, Harvard Business Review, 26 giugno. Materiale del Decision Lab 2 – Starbucks • Rigby, D. e First, Z. (2025), “The Power of Strategic Fit”, Harvard Business Review, marzo-aprile. • Rodríguez-Vilá, O., Nickerson, D. e Bharadwaj, S. (2024), “How Inclusive Brands Fuel Growth”, Harvard Business Review, maggio-giugno, pp. 114–123. Materiale del Decision Lab 4 – Barbie • Sull, D., Davis, C., Golakia, N., Joison, S., Parikh, A. e Vorndran, K. (2025), Ferrari in 2025: Balancing Tradition and Innovation to Grow, caso n. 25-237, The Case Centre. Materiale del Decision Lab 3 – Ferrari • Villena, V.H. e Gioia, D.A. (2020), “A More Sustainable Supply Chain”, Harvard Business Review, marzo-aprile. • Visnjic, I., Monteiro, F. e Tushman, M.L. (2025), “Sustainability as a Business-Model Transformation”, Harvard Business Review, maggio-giugno.Attendance
Attendance is strongly recommended. Attendance will be recorded via QR code in 10 of the course’s 30 sessions. Students who attend at least 7 of the 10 monitored sessions will be considered attending students. Meeting this threshold is a prerequisite for access to continuous assessment. Students who do not meet the required threshold will be considered non-attending students and will take the comprehensive written examination covering the entire course syllabus.Type of evaluation
Assessment is based on individual written examinations. Students may choose between the following options: 1. Continuous assessment, consisting of: Attending students may access continuous assessment, consisting of a first individual mid-term examination and an individual final examination covering the second part of the course syllabus. The final examination is open only to students who have passed the first mid-term examination. Students are considered attending students if they have attended at least 7 of the 10 sessions in which attendance is recorded via QR code. Only students who pass the first mid-term examination may take the final examination. Students who do not pass the final examination will be required to take the comprehensive examination covering the entire course syllabus. Continuous assessment results are valid exclusively for all examination dates within the first examination session. 2. Comprehensive written examination covering the entire course syllabus, intended for students who do not participate in continuous assessment, do not pass the first mid-term examination, or do not successfully complete both stages of the continuous-assessment process. During the course, optional supplementary interactive activities may also be offered, either individually or in groups, including case discussions, article presentations and field projects. Participation and the quality of the work completed may result in the award of up to 3 additional points overall. Any points awarded for the field project will be valid only for all examination dates within the first examination session. The examinations are designed to assess students’ knowledge and understanding of the course content, their ability to apply managerial concepts and tools to the analysis of business situations, and their ability to formulate reasoned evaluations using appropriate terminology. teacher profile teaching materials
Understanding the firm and value creation
The nature, purposes and characteristics of the firm; the firm as a system; the actors involved in management; stakeholders and value creation.
Interpreting the competitive environment
Analysis of the macro-environment and industry; changes in the competitive environment; relationships with competitors, customers, suppliers and other stakeholders; identification of environmental opportunities and threats.
Building and sustaining competitive advantage
The firm’s resources and capabilities; sources of competitive advantage; competitive strategies; conditions for sustaining competitive advantage over time.
Choosing how to grow and transform the firm
Growth strategies; internal and external growth; alliances and acquisitions; internationalisation; innovation and business model transformation.
Translating strategy into value for the market
The value chain and business processes; marketing and customer value creation; production and supply chain management; coordination among the main business functions.
Managing data, technology and artificial intelligence
The digital transformation of firms; the strategic use of data; applications of artificial intelligence; implications for managerial decision-making, capabilities and business models.
Organising the firm of the future
Organisational structures and decision-making processes; managing people and capabilities; the changing nature of work; sustainability, responsibility and ethics in managerial decision-making.
The content of each session, the required readings, business cases and any additional teaching materials will be specified in the detailed course schedule and made available through the virtual classroom (Microsoft Teams).
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials indicated during the course and made available through the virtual classroom (Microsoft Teams).
Lecture notes.
Non-attending students
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials listed in the course syllabus and made available through the virtual classroom (Microsoft Teams).
Students wishing to explore specific topics covered in the course in greater depth may contact the instructor during office hours for further bibliographical guidance.
Programme
The course covers the foundations of business economics and management, combining key theoretical models with business cases, readings and contemporary managerial challenges. The syllabus is organised into the following thematic areas:Understanding the firm and value creation
The nature, purposes and characteristics of the firm; the firm as a system; the actors involved in management; stakeholders and value creation.
Interpreting the competitive environment
Analysis of the macro-environment and industry; changes in the competitive environment; relationships with competitors, customers, suppliers and other stakeholders; identification of environmental opportunities and threats.
Building and sustaining competitive advantage
The firm’s resources and capabilities; sources of competitive advantage; competitive strategies; conditions for sustaining competitive advantage over time.
Choosing how to grow and transform the firm
Growth strategies; internal and external growth; alliances and acquisitions; internationalisation; innovation and business model transformation.
Translating strategy into value for the market
The value chain and business processes; marketing and customer value creation; production and supply chain management; coordination among the main business functions.
Managing data, technology and artificial intelligence
The digital transformation of firms; the strategic use of data; applications of artificial intelligence; implications for managerial decision-making, capabilities and business models.
Organising the firm of the future
Organisational structures and decision-making processes; managing people and capabilities; the changing nature of work; sustainability, responsibility and ethics in managerial decision-making.
The content of each session, the required readings, business cases and any additional teaching materials will be specified in the detailed course schedule and made available through the virtual classroom (Microsoft Teams).
Core Documentation
Attending studentsSciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials indicated during the course and made available through the virtual classroom (Microsoft Teams).
Lecture notes.
Non-attending students
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials listed in the course syllabus and made available through the virtual classroom (Microsoft Teams).
Students wishing to explore specific topics covered in the course in greater depth may contact the instructor during office hours for further bibliographical guidance.
Reference Bibliography
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale, latest available edition. Materials provided by the instructor through the virtual classroom (Microsoft Teams) and course notes. Additional required readings • Draghi, M. A e B (2024), The Future of European Competitiveness, European Commission. • Farronato, C., Fradkin, A., Hagiu, A. e Lomax, D. (2024), “Understanding the Tradeoffs of the Amazon Antitrust Case”, Harvard Business Review, 11 gennaio. Materiale del Decision Lab 1 - Amazon • Kerr, W.R. (2025), “Do We Reskill or Replace Our Workforce?”, Harvard Business Review, luglio-agosto, pp. 141–146. Materiale del Decision Lab 5 – Reskill or Replace? • Luca, M. e Edmondson, A.C. (2024), “Where Data-Driven Decision-Making Can Go Wrong”, Harvard Business Review, settembre-ottobre. • Mankins, M. e Crupi, M. (2026), “Bring Back Managing for Value”, Harvard Business Review, luglio-agosto. • McCarthy, D. e Fader, P. (2020), “How to Value a Company by Analyzing Its Customers”, Harvard Business Review, gennaio-febbraio. • McGrath, R. (2026), “The Power of Strategic Centering”, Harvard Business Review, luglio-agosto, pp. 68–79. • Murty, R.N. e Kumar, R.S. (2026), “When Every Company Can Use the Same AI Models, Context Becomes a Competitive Advantage”, Harvard Business Review, 18 febbraio. • Pidun, U., Szekasy, V., Havelková, B. e Job, A. (2025), “Growth Isn’t the Only Way for Companies to Create Value”, Harvard Business Review, 3 giugno. • Pine II, B.J. e Dubois, L.-É. (2024), “How Starbucks Devalued Its Own Brand”, Harvard Business Review, 26 giugno. Materiale del Decision Lab 2 – Starbucks • Rigby, D. e First, Z. (2025), “The Power of Strategic Fit”, Harvard Business Review, marzo-aprile. • Rodríguez-Vilá, O., Nickerson, D. e Bharadwaj, S. (2024), “How Inclusive Brands Fuel Growth”, Harvard Business Review, maggio-giugno, pp. 114–123. Materiale del Decision Lab 4 – Barbie • Sull, D., Davis, C., Golakia, N., Joison, S., Parikh, A. e Vorndran, K. (2025), Ferrari in 2025: Balancing Tradition and Innovation to Grow, caso n. 25-237, The Case Centre. Materiale del Decision Lab 3 – Ferrari • Villena, V.H. e Gioia, D.A. (2020), “A More Sustainable Supply Chain”, Harvard Business Review, marzo-aprile. • Visnjic, I., Monteiro, F. e Tushman, M.L. (2025), “Sustainability as a Business-Model Transformation”, Harvard Business Review, maggio-giugno.Attendance
Attendance is strongly recommended. Attendance will be recorded via QR code in 10 of the course’s 30 sessions. Students who attend at least 7 of the 10 monitored sessions will be considered attending students. Meeting this threshold is a prerequisite for access to continuous assessment. Students who do not meet the required threshold will be considered non-attending students and will take the comprehensive written examination covering the entire course syllabus.Type of evaluation
Assessment is based on individual written examinations. Students may choose between the following options: 1. Continuous assessment, consisting of: Attending students may access continuous assessment, consisting of a first individual mid-term examination and an individual final examination covering the second part of the course syllabus. The final examination is open only to students who have passed the first mid-term examination. Students are considered attending students if they have attended at least 7 of the 10 sessions in which attendance is recorded via QR code. Only students who pass the first mid-term examination may take the final examination. Students who do not pass the final examination will be required to take the comprehensive examination covering the entire course syllabus. Continuous assessment results are valid exclusively for all examination dates within the first examination session. 2. Comprehensive written examination covering the entire course syllabus, intended for students who do not participate in continuous assessment, do not pass the first mid-term examination, or do not successfully complete both stages of the continuous-assessment process. During the course, optional supplementary interactive activities may also be offered, either individually or in groups, including case discussions, article presentations and field projects. Participation and the quality of the work completed may result in the award of up to 3 additional points overall. Any points awarded for the field project will be valid only for all examination dates within the first examination session. The examinations are designed to assess students’ knowledge and understanding of the course content, their ability to apply managerial concepts and tools to the analysis of business situations, and their ability to formulate reasoned evaluations using appropriate terminology. teacher profile teaching materials
Understanding the firm and value creation
The nature, purposes and characteristics of the firm; the firm as a system; the actors involved in management; stakeholders and value creation.
Interpreting the competitive environment
Analysis of the macro-environment and industry; changes in the competitive environment; relationships with competitors, customers, suppliers and other stakeholders; identification of environmental opportunities and threats.
Building and sustaining competitive advantage
The firm’s resources and capabilities; sources of competitive advantage; competitive strategies; conditions for sustaining competitive advantage over time.
Choosing how to grow and transform the firm
Growth strategies; internal and external growth; alliances and acquisitions; internationalisation; innovation and business model transformation.
Translating strategy into value for the market
The value chain and business processes; marketing and customer value creation; production and supply chain management; coordination among the main business functions.
Managing data, technology and artificial intelligence
The digital transformation of firms; the strategic use of data; applications of artificial intelligence; implications for managerial decision-making, capabilities and business models.
Organising the firm of the future
Organisational structures and decision-making processes; managing people and capabilities; the changing nature of work; sustainability, responsibility and ethics in managerial decision-making.
The content of each session, the required readings, business cases and any additional teaching materials will be specified in the detailed course schedule and made available through the virtual classroom (Microsoft Teams).
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials indicated during the course and made available through the virtual classroom (Microsoft Teams).
Lecture notes.
Non-attending students
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials listed in the course syllabus and made available through the virtual classroom (Microsoft Teams).
Students wishing to explore specific topics covered in the course in greater depth may contact the instructor during office hours for further bibliographical guidance.
Programme
The course covers the foundations of business economics and management, combining key theoretical models with business cases, readings and contemporary managerial challenges. The syllabus is organised into the following thematic areas:Understanding the firm and value creation
The nature, purposes and characteristics of the firm; the firm as a system; the actors involved in management; stakeholders and value creation.
Interpreting the competitive environment
Analysis of the macro-environment and industry; changes in the competitive environment; relationships with competitors, customers, suppliers and other stakeholders; identification of environmental opportunities and threats.
Building and sustaining competitive advantage
The firm’s resources and capabilities; sources of competitive advantage; competitive strategies; conditions for sustaining competitive advantage over time.
Choosing how to grow and transform the firm
Growth strategies; internal and external growth; alliances and acquisitions; internationalisation; innovation and business model transformation.
Translating strategy into value for the market
The value chain and business processes; marketing and customer value creation; production and supply chain management; coordination among the main business functions.
Managing data, technology and artificial intelligence
The digital transformation of firms; the strategic use of data; applications of artificial intelligence; implications for managerial decision-making, capabilities and business models.
Organising the firm of the future
Organisational structures and decision-making processes; managing people and capabilities; the changing nature of work; sustainability, responsibility and ethics in managerial decision-making.
The content of each session, the required readings, business cases and any additional teaching materials will be specified in the detailed course schedule and made available through the virtual classroom (Microsoft Teams).
Core Documentation
Attending studentsSciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials indicated during the course and made available through the virtual classroom (Microsoft Teams).
Lecture notes.
Non-attending students
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials listed in the course syllabus and made available through the virtual classroom (Microsoft Teams).
Students wishing to explore specific topics covered in the course in greater depth may contact the instructor during office hours for further bibliographical guidance.
Reference Bibliography
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale, latest available edition. Materials provided by the instructor through the virtual classroom (Microsoft Teams) and course notes. Additional required readings • Draghi, M. A e B (2024), The Future of European Competitiveness, European Commission. • Farronato, C., Fradkin, A., Hagiu, A. e Lomax, D. (2024), “Understanding the Tradeoffs of the Amazon Antitrust Case”, Harvard Business Review, 11 gennaio. Materiale del Decision Lab 1 - Amazon • Kerr, W.R. (2025), “Do We Reskill or Replace Our Workforce?”, Harvard Business Review, luglio-agosto, pp. 141–146. Materiale del Decision Lab 5 – Reskill or Replace? • Luca, M. e Edmondson, A.C. (2024), “Where Data-Driven Decision-Making Can Go Wrong”, Harvard Business Review, settembre-ottobre. • Mankins, M. e Crupi, M. (2026), “Bring Back Managing for Value”, Harvard Business Review, luglio-agosto. • McCarthy, D. e Fader, P. (2020), “How to Value a Company by Analyzing Its Customers”, Harvard Business Review, gennaio-febbraio. • McGrath, R. (2026), “The Power of Strategic Centering”, Harvard Business Review, luglio-agosto, pp. 68–79. • Murty, R.N. e Kumar, R.S. (2026), “When Every Company Can Use the Same AI Models, Context Becomes a Competitive Advantage”, Harvard Business Review, 18 febbraio. • Pidun, U., Szekasy, V., Havelková, B. e Job, A. (2025), “Growth Isn’t the Only Way for Companies to Create Value”, Harvard Business Review, 3 giugno. • Pine II, B.J. e Dubois, L.-É. (2024), “How Starbucks Devalued Its Own Brand”, Harvard Business Review, 26 giugno. Materiale del Decision Lab 2 – Starbucks • Rigby, D. e First, Z. (2025), “The Power of Strategic Fit”, Harvard Business Review, marzo-aprile. • Rodríguez-Vilá, O., Nickerson, D. e Bharadwaj, S. (2024), “How Inclusive Brands Fuel Growth”, Harvard Business Review, maggio-giugno, pp. 114–123. Materiale del Decision Lab 4 – Barbie • Sull, D., Davis, C., Golakia, N., Joison, S., Parikh, A. e Vorndran, K. (2025), Ferrari in 2025: Balancing Tradition and Innovation to Grow, caso n. 25-237, The Case Centre. Materiale del Decision Lab 3 – Ferrari • Villena, V.H. e Gioia, D.A. (2020), “A More Sustainable Supply Chain”, Harvard Business Review, marzo-aprile. • Visnjic, I., Monteiro, F. e Tushman, M.L. (2025), “Sustainability as a Business-Model Transformation”, Harvard Business Review, maggio-giugno.Attendance
Attendance is strongly recommended. Attendance will be recorded via QR code in 10 of the course’s 30 sessions. Students who attend at least 7 of the 10 monitored sessions will be considered attending students. Meeting this threshold is a prerequisite for access to continuous assessment. Students who do not meet the required threshold will be considered non-attending students and will take the comprehensive written examination covering the entire course syllabus.Type of evaluation
Assessment is based on individual written examinations. Students may choose between the following options: 1. Continuous assessment, consisting of: Attending students may access continuous assessment, consisting of a first individual mid-term examination and an individual final examination covering the second part of the course syllabus. The final examination is open only to students who have passed the first mid-term examination. Students are considered attending students if they have attended at least 7 of the 10 sessions in which attendance is recorded via QR code. Only students who pass the first mid-term examination may take the final examination. Students who do not pass the final examination will be required to take the comprehensive examination covering the entire course syllabus. Continuous assessment results are valid exclusively for all examination dates within the first examination session. 2. Comprehensive written examination covering the entire course syllabus, intended for students who do not participate in continuous assessment, do not pass the first mid-term examination, or do not successfully complete both stages of the continuous-assessment process. During the course, optional supplementary interactive activities may also be offered, either individually or in groups, including case discussions, article presentations and field projects. Participation and the quality of the work completed may result in the award of up to 3 additional points overall. Any points awarded for the field project will be valid only for all examination dates within the first examination session. The examinations are designed to assess students’ knowledge and understanding of the course content, their ability to apply managerial concepts and tools to the analysis of business situations, and their ability to formulate reasoned evaluations using appropriate terminology. teacher profile teaching materials
Understanding the firm and value creation
The nature, purposes and characteristics of the firm; the firm as a system; the actors involved in management; stakeholders and value creation.
Interpreting the competitive environment
Analysis of the macro-environment and industry; changes in the competitive environment; relationships with competitors, customers, suppliers and other stakeholders; identification of environmental opportunities and threats.
Building and sustaining competitive advantage
The firm’s resources and capabilities; sources of competitive advantage; competitive strategies; conditions for sustaining competitive advantage over time.
Choosing how to grow and transform the firm
Growth strategies; internal and external growth; alliances and acquisitions; internationalisation; innovation and business model transformation.
Translating strategy into value for the market
The value chain and business processes; marketing and customer value creation; production and supply chain management; coordination among the main business functions.
Managing data, technology and artificial intelligence
The digital transformation of firms; the strategic use of data; applications of artificial intelligence; implications for managerial decision-making, capabilities and business models.
Organising the firm of the future
Organisational structures and decision-making processes; managing people and capabilities; the changing nature of work; sustainability, responsibility and ethics in managerial decision-making.
The content of each session, the required readings, business cases and any additional teaching materials will be specified in the detailed course schedule and made available through the virtual classroom (Microsoft Teams).
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials indicated during the course and made available through the virtual classroom (Microsoft Teams).
Lecture notes.
Non-attending students
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials listed in the course syllabus and made available through the virtual classroom (Microsoft Teams).
Students wishing to explore specific topics covered in the course in greater depth may contact the instructor during office hours for further bibliographical guidance.
Programme
The course covers the foundations of business economics and management, combining key theoretical models with business cases, readings and contemporary managerial challenges. The syllabus is organised into the following thematic areas:Understanding the firm and value creation
The nature, purposes and characteristics of the firm; the firm as a system; the actors involved in management; stakeholders and value creation.
Interpreting the competitive environment
Analysis of the macro-environment and industry; changes in the competitive environment; relationships with competitors, customers, suppliers and other stakeholders; identification of environmental opportunities and threats.
Building and sustaining competitive advantage
The firm’s resources and capabilities; sources of competitive advantage; competitive strategies; conditions for sustaining competitive advantage over time.
Choosing how to grow and transform the firm
Growth strategies; internal and external growth; alliances and acquisitions; internationalisation; innovation and business model transformation.
Translating strategy into value for the market
The value chain and business processes; marketing and customer value creation; production and supply chain management; coordination among the main business functions.
Managing data, technology and artificial intelligence
The digital transformation of firms; the strategic use of data; applications of artificial intelligence; implications for managerial decision-making, capabilities and business models.
Organising the firm of the future
Organisational structures and decision-making processes; managing people and capabilities; the changing nature of work; sustainability, responsibility and ethics in managerial decision-making.
The content of each session, the required readings, business cases and any additional teaching materials will be specified in the detailed course schedule and made available through the virtual classroom (Microsoft Teams).
Core Documentation
Attending studentsSciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials indicated during the course and made available through the virtual classroom (Microsoft Teams).
Lecture notes.
Non-attending students
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials listed in the course syllabus and made available through the virtual classroom (Microsoft Teams).
Students wishing to explore specific topics covered in the course in greater depth may contact the instructor during office hours for further bibliographical guidance.
Reference Bibliography
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale, latest available edition. Materials provided by the instructor through the virtual classroom (Microsoft Teams) and course notes. Additional required readings • Draghi, M. A e B (2024), The Future of European Competitiveness, European Commission. • Farronato, C., Fradkin, A., Hagiu, A. e Lomax, D. (2024), “Understanding the Tradeoffs of the Amazon Antitrust Case”, Harvard Business Review, 11 gennaio. Materiale del Decision Lab 1 - Amazon • Kerr, W.R. (2025), “Do We Reskill or Replace Our Workforce?”, Harvard Business Review, luglio-agosto, pp. 141–146. Materiale del Decision Lab 5 – Reskill or Replace? • Luca, M. e Edmondson, A.C. (2024), “Where Data-Driven Decision-Making Can Go Wrong”, Harvard Business Review, settembre-ottobre. • Mankins, M. e Crupi, M. (2026), “Bring Back Managing for Value”, Harvard Business Review, luglio-agosto. • McCarthy, D. e Fader, P. (2020), “How to Value a Company by Analyzing Its Customers”, Harvard Business Review, gennaio-febbraio. • McGrath, R. (2026), “The Power of Strategic Centering”, Harvard Business Review, luglio-agosto, pp. 68–79. • Murty, R.N. e Kumar, R.S. (2026), “When Every Company Can Use the Same AI Models, Context Becomes a Competitive Advantage”, Harvard Business Review, 18 febbraio. • Pidun, U., Szekasy, V., Havelková, B. e Job, A. (2025), “Growth Isn’t the Only Way for Companies to Create Value”, Harvard Business Review, 3 giugno. • Pine II, B.J. e Dubois, L.-É. (2024), “How Starbucks Devalued Its Own Brand”, Harvard Business Review, 26 giugno. Materiale del Decision Lab 2 – Starbucks • Rigby, D. e First, Z. (2025), “The Power of Strategic Fit”, Harvard Business Review, marzo-aprile. • Rodríguez-Vilá, O., Nickerson, D. e Bharadwaj, S. (2024), “How Inclusive Brands Fuel Growth”, Harvard Business Review, maggio-giugno, pp. 114–123. Materiale del Decision Lab 4 – Barbie • Sull, D., Davis, C., Golakia, N., Joison, S., Parikh, A. e Vorndran, K. (2025), Ferrari in 2025: Balancing Tradition and Innovation to Grow, caso n. 25-237, The Case Centre. Materiale del Decision Lab 3 – Ferrari • Villena, V.H. e Gioia, D.A. (2020), “A More Sustainable Supply Chain”, Harvard Business Review, marzo-aprile. • Visnjic, I., Monteiro, F. e Tushman, M.L. (2025), “Sustainability as a Business-Model Transformation”, Harvard Business Review, maggio-giugno.Attendance
Attendance is strongly recommended. Attendance will be recorded via QR code in 10 of the course’s 30 sessions. Students who attend at least 7 of the 10 monitored sessions will be considered attending students. Meeting this threshold is a prerequisite for access to continuous assessment. Students who do not meet the required threshold will be considered non-attending students and will take the comprehensive written examination covering the entire course syllabus.Type of evaluation
Assessment is based on individual written examinations. Students may choose between the following options: 1. Continuous assessment, consisting of: Attending students may access continuous assessment, consisting of a first individual mid-term examination and an individual final examination covering the second part of the course syllabus. The final examination is open only to students who have passed the first mid-term examination. Students are considered attending students if they have attended at least 7 of the 10 sessions in which attendance is recorded via QR code. Only students who pass the first mid-term examination may take the final examination. Students who do not pass the final examination will be required to take the comprehensive examination covering the entire course syllabus. Continuous assessment results are valid exclusively for all examination dates within the first examination session. 2. Comprehensive written examination covering the entire course syllabus, intended for students who do not participate in continuous assessment, do not pass the first mid-term examination, or do not successfully complete both stages of the continuous-assessment process. During the course, optional supplementary interactive activities may also be offered, either individually or in groups, including case discussions, article presentations and field projects. Participation and the quality of the work completed may result in the award of up to 3 additional points overall. Any points awarded for the field project will be valid only for all examination dates within the first examination session. The examinations are designed to assess students’ knowledge and understanding of the course content, their ability to apply managerial concepts and tools to the analysis of business situations, and their ability to formulate reasoned evaluations using appropriate terminology. teacher profile teaching materials
Understanding the firm and value creation
The nature, purposes and characteristics of the firm; the firm as a system; the actors involved in management; stakeholders and value creation.
Interpreting the competitive environment
Analysis of the macro-environment and industry; changes in the competitive environment; relationships with competitors, customers, suppliers and other stakeholders; identification of environmental opportunities and threats.
Building and sustaining competitive advantage
The firm’s resources and capabilities; sources of competitive advantage; competitive strategies; conditions for sustaining competitive advantage over time.
Choosing how to grow and transform the firm
Growth strategies; internal and external growth; alliances and acquisitions; internationalisation; innovation and business model transformation.
Translating strategy into value for the market
The value chain and business processes; marketing and customer value creation; production and supply chain management; coordination among the main business functions.
Managing data, technology and artificial intelligence
The digital transformation of firms; the strategic use of data; applications of artificial intelligence; implications for managerial decision-making, capabilities and business models.
Organising the firm of the future
Organisational structures and decision-making processes; managing people and capabilities; the changing nature of work; sustainability, responsibility and ethics in managerial decision-making.
The content of each session, the required readings, business cases and any additional teaching materials will be specified in the detailed course schedule and made available through the virtual classroom (Microsoft Teams).
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials indicated during the course and made available through the virtual classroom (Microsoft Teams).
Lecture notes.
Non-attending students
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials listed in the course syllabus and made available through the virtual classroom (Microsoft Teams).
Students wishing to explore specific topics covered in the course in greater depth may contact the instructor during office hours for further bibliographical guidance.
Programme
The course covers the foundations of business economics and management, combining key theoretical models with business cases, readings and contemporary managerial challenges. The syllabus is organised into the following thematic areas:Understanding the firm and value creation
The nature, purposes and characteristics of the firm; the firm as a system; the actors involved in management; stakeholders and value creation.
Interpreting the competitive environment
Analysis of the macro-environment and industry; changes in the competitive environment; relationships with competitors, customers, suppliers and other stakeholders; identification of environmental opportunities and threats.
Building and sustaining competitive advantage
The firm’s resources and capabilities; sources of competitive advantage; competitive strategies; conditions for sustaining competitive advantage over time.
Choosing how to grow and transform the firm
Growth strategies; internal and external growth; alliances and acquisitions; internationalisation; innovation and business model transformation.
Translating strategy into value for the market
The value chain and business processes; marketing and customer value creation; production and supply chain management; coordination among the main business functions.
Managing data, technology and artificial intelligence
The digital transformation of firms; the strategic use of data; applications of artificial intelligence; implications for managerial decision-making, capabilities and business models.
Organising the firm of the future
Organisational structures and decision-making processes; managing people and capabilities; the changing nature of work; sustainability, responsibility and ethics in managerial decision-making.
The content of each session, the required readings, business cases and any additional teaching materials will be specified in the detailed course schedule and made available through the virtual classroom (Microsoft Teams).
Core Documentation
Attending studentsSciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials indicated during the course and made available through the virtual classroom (Microsoft Teams).
Lecture notes.
Non-attending students
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale.
Readings, business cases and other teaching materials listed in the course syllabus and made available through the virtual classroom (Microsoft Teams).
Students wishing to explore specific topics covered in the course in greater depth may contact the instructor during office hours for further bibliographical guidance.
Reference Bibliography
Sciarelli, S., La gestione dell’impresa. Tra teoria e pratica aziendale, latest available edition. Materials provided by the instructor through the virtual classroom (Microsoft Teams) and course notes. Additional required readings • Draghi, M. A e B (2024), The Future of European Competitiveness, European Commission. • Farronato, C., Fradkin, A., Hagiu, A. e Lomax, D. (2024), “Understanding the Tradeoffs of the Amazon Antitrust Case”, Harvard Business Review, 11 gennaio. Materiale del Decision Lab 1 - Amazon • Kerr, W.R. (2025), “Do We Reskill or Replace Our Workforce?”, Harvard Business Review, luglio-agosto, pp. 141–146. Materiale del Decision Lab 5 – Reskill or Replace? • Luca, M. e Edmondson, A.C. (2024), “Where Data-Driven Decision-Making Can Go Wrong”, Harvard Business Review, settembre-ottobre. • Mankins, M. e Crupi, M. (2026), “Bring Back Managing for Value”, Harvard Business Review, luglio-agosto. • McCarthy, D. e Fader, P. (2020), “How to Value a Company by Analyzing Its Customers”, Harvard Business Review, gennaio-febbraio. • McGrath, R. (2026), “The Power of Strategic Centering”, Harvard Business Review, luglio-agosto, pp. 68–79. • Murty, R.N. e Kumar, R.S. (2026), “When Every Company Can Use the Same AI Models, Context Becomes a Competitive Advantage”, Harvard Business Review, 18 febbraio. • Pidun, U., Szekasy, V., Havelková, B. e Job, A. (2025), “Growth Isn’t the Only Way for Companies to Create Value”, Harvard Business Review, 3 giugno. • Pine II, B.J. e Dubois, L.-É. (2024), “How Starbucks Devalued Its Own Brand”, Harvard Business Review, 26 giugno. Materiale del Decision Lab 2 – Starbucks • Rigby, D. e First, Z. (2025), “The Power of Strategic Fit”, Harvard Business Review, marzo-aprile. • Rodríguez-Vilá, O., Nickerson, D. e Bharadwaj, S. (2024), “How Inclusive Brands Fuel Growth”, Harvard Business Review, maggio-giugno, pp. 114–123. Materiale del Decision Lab 4 – Barbie • Sull, D., Davis, C., Golakia, N., Joison, S., Parikh, A. e Vorndran, K. (2025), Ferrari in 2025: Balancing Tradition and Innovation to Grow, caso n. 25-237, The Case Centre. Materiale del Decision Lab 3 – Ferrari • Villena, V.H. e Gioia, D.A. (2020), “A More Sustainable Supply Chain”, Harvard Business Review, marzo-aprile. • Visnjic, I., Monteiro, F. e Tushman, M.L. (2025), “Sustainability as a Business-Model Transformation”, Harvard Business Review, maggio-giugno.Attendance
Attendance is strongly recommended. Attendance will be recorded via QR code in 10 of the course’s 30 sessions. Students who attend at least 7 of the 10 monitored sessions will be considered attending students. Meeting this threshold is a prerequisite for access to continuous assessment. Students who do not meet the required threshold will be considered non-attending students and will take the comprehensive written examination covering the entire course syllabus.Type of evaluation
Assessment is based on individual written examinations. Students may choose between the following options: 1. Continuous assessment, consisting of: Attending students may access continuous assessment, consisting of a first individual mid-term examination and an individual final examination covering the second part of the course syllabus. The final examination is open only to students who have passed the first mid-term examination. Students are considered attending students if they have attended at least 7 of the 10 sessions in which attendance is recorded via QR code. Only students who pass the first mid-term examination may take the final examination. Students who do not pass the final examination will be required to take the comprehensive examination covering the entire course syllabus. Continuous assessment results are valid exclusively for all examination dates within the first examination session. 2. Comprehensive written examination covering the entire course syllabus, intended for students who do not participate in continuous assessment, do not pass the first mid-term examination, or do not successfully complete both stages of the continuous-assessment process. During the course, optional supplementary interactive activities may also be offered, either individually or in groups, including case discussions, article presentations and field projects. Participation and the quality of the work completed may result in the award of up to 3 additional points overall. Any points awarded for the field project will be valid only for all examination dates within the first examination session. The examinations are designed to assess students’ knowledge and understanding of the course content, their ability to apply managerial concepts and tools to the analysis of business situations, and their ability to formulate reasoned evaluations using appropriate terminology.