Description

The course aims to develop in-depth knowledge of the principles, processes, and tools for formulating and implementing effective firm strategies. In recent years, strategic management has faced an extremely dynamic scenario. Globalization, sectoral convergence, new technologies, and economic crises are just a few of the phenomena that have profoundly changed the environment, the competitive arena, and key firm success factors. Within this framework, the strategic management course provides students with all the concepts and tools necessary for addressing firm survival and development. The course begins with the definition of the strategy notion and the strategic management model, then explores how strategies are formed, how long-run orientations emerge, and what drives firms to adopt and modify a strategy over time. The course also analyzes the firm environment, that is, the array of factors that are exogenous to management control but can impact a firm's survival and the success of its strategies. Students will therefore learn the issues and methodologies to identify the variables relevant to the firm, understand its dynamics in terms of threats and opportunities, and consequently adapt the firm's strategy. The Strategic management process also includes an internal analysis, i.e., the valuation of firm strengths and weaknesses, as well as the identification of sources of competitive advantage and strategies to defend and strengthen them over time.

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*

Course textbook and materials (all are required for the course):

A) 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. Case studies can be bought directly from the Harvard Business School website.

Readings and other materials.

Teachings:

Tuesday, 8:00-10:00 

Thursday, 16:00-18:00.

Friday, 16:00-18:00.

Classes will start on September 23, 2025.

Assistance to students:

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