Description

The course aims to develop in-depth knowledge of the principles, processes, and tools for formulating and implementing effective firm policies to address competitive strategies at the business level. In recent years,  businesses have faced an extremely dynamic scenario. Globalization, sectoral convergence, new technologies, and economic crises are just a few of the phenomena that have profoundly altered the environment, the competitive landscape, and key factors of firm success. Within this framework, the business policy course provides students with the concepts and tools necessary to address a firm's competition. The course begins with the definition of strategy and the strategic management model, then explores how strategies are developed within industries with static and dynamic approaches. Students will learn the issues and methods for identifying variables relevant to the firm, understanding its dynamics, and adapting the firm's strategy. The course requires basic mathematical skills in dealing with integration and derivatives.

Topics

· The notion of strategy and the strategic management process;

· Analysis of the external environment;

· Dynamics of the external environment;

· Positioning and competitive advantage;

· Resources, capabilities, and competencies;

· Developing resources, capabilities, and competencies;

· Organizational adaptation and change;

· Strategy implementation*.

Texbooks and case studies (mandatory)

Grant R.M. Contemporary Strategy Analysis, 9th edition, Wiley, 2016, chapters 1, 2, 3, 4, 5, 6, 7, and 8*.

B) Markides, C. All the Right Moves: A Guide to Crafting Breakthrough Strategy, Harvard Business School Press, 2000, chapter 6, “Create the right organizational environment,” pp. 129-145*.

C) Case studies:

C1. Innovation and renovation. The Nespresso story, IMD046, v.15.12.2003.

C2. African Communications Group, HBS, 9-796-128, March 4, 1996.

C3. Leadership Online (A): Barnes & Noble vs. Amazon.com, HBS, 9-798-063, March 16, 2004.

C4. Fairmont Chateau Lake Louise, Ivey, 9B03A032, 2009-10-15.

C5. Rebirth of the Swiss Watch Industry, 1980-1992(A), HBS, 9-400-087, June 12, 2000.

C6. McKinsey & Company: Managing knowledge and learning, HBS, 9-396-357, January 4, 2000.

C7. Revolution at Oticon AS: The spaghetti organization (condensed), IMB083, v.27.12.2002*.

C8. Sabena Belgian World Airlines, Ivey, 94M003, (A) 2000-05-05*.

Strategic Management (6 cfu) students are exempt from topics and materials marked with an asterisk (*).

Additional information

Notes, summaries, and slides are insufficient for thorough exam preparation. To prepare well for the exam, a student must carefully read and understand the mandatory readings included in the syllabus. You can buy case studies directly from the Harvard Business School website. New course slides will be published during the course. You can find the exam schedule on the Infostud webpage.

Readings and other materials.

Teachings:

Tuesday, 16:00-18:00  - Laboratorio Didalab, 1st floor;

Wednesday, 16:00-18:00 - Aula 6C;

Friday, 16:00-18:00 - Aula 6C;

Classes will start on September 29, 2026.

Assistance to students:

Prof. Gianluca Vagnani receives students in the classroom before lessons on Tuesday and Friday, or at other times/days by prior appointment, by sending an email to the institutional address: gianluca.vagnani@uniroma1.it