CORPORATE STRATEGY

Because the course aims to examine various decisions at corporate level, independently by the size and industry of each analyzed firm, the course objective is to have students able to put themselves in the perspective of the decision-maker. This should allow each student to be able to express a technical assessment with regard to each of the examined strategic decisions. Such assessment is intended at both strategic and financial level, with a specific focus toward every corporate decision that is considered during the course, with a special capability to compare different strategic decisions even though all able to produce firm value.

The knowledge of the main elements of General Management is needed. It is also recommended the acquisition of a basic knowledge regarding the main financial institutions that dynamically interact with firms.

Class lectures. Students will be involved in class discussions and stimulation. These are aspects considered essential for learning. Hence, attending classes is strongly recommended. Students must go to class ready to discuss the material previously assigned for home.

As clarified in the University regulation, attending classes is usually compulsory for all students.

Corporate Strategy is a topic proposing a deep study of the strategic and financial logics behind the main decisions taken by managers, especially those in top managerial positions. Overall, a firm strategy is the outcome of a complex set of choices that, usually, are limited by the firm’s availability of financial resources. Strategy, in this regard, is defined as the set of managerial initiatives aiming to achieve superior performances in comparison to rivals. Students are required to comprehend and consequently develop a reasoning process about the main aspects related to those themes.

The course is organized in two parts. In the first, we will focus on the corporate instruments employed by managers to create value, on the systemic nature characterizing the decisions of corporate strategy, on the relationships between internal and external variables, on the links between strategy, governance and finance and, finally, on the financial strategy employed by the firm. In the second part, we will examine some specific typologies of strategic decisions, such as international diversification, and the acquiring, collaborative, and co-opetitive strategies, as much as those related to the creation of a foreign basement (i.e. greenfield). In line with the main goals of the degree, special attention will be given to the economic evaluation of such strategy.

1. Gooderham P.N. & Grøgaard B. (2019), Global Strategy and Management: Theory and Practice, Edward Elgar Publishing.

2. Pisano, V. (2012), Le modalità d’entrata nei mercati internazionali: il ruolo dell’integration manager nella governance d’impresa, Franco Angeli, Milano.

3. Didactic Material distributed in class or online on Studium (standard, additional, in form of slides and various publications/papers).

At the end of the course, the instructor will establish the date for the final exam. Such date will in any case precede the date of the first exam session following the end of the course. The exam will be on the entire program. The duration and exam modalities will be communicated during classes in line with the number of students attending the course. The exam will only be in English language just as he rest of the course. 

To have the right to do the exam, students must have attended at least the 75% of the classes. It will not be possible to integrate the final exam with an additional oral exam. 

1. Please explain the difference between global and multi-domestic strategy, clarifying their strengths and weaknesses.
2. Please individuate and explain what are the necessary elements allowing for the creation of an alliance with a foreign partner.
3. Please identify the possible options in choosing the right entry mode for a foreign expansion.
4. What is a product diversification strategy?
5. Why a MNE should vertically or horizontally integrate?
6. What does it mean to manage a supply chain at global level?
7. Please identify all relationships between corporate governance and diversification strategy.
8. What is the ethical importance of CSR?
9. What are the conditions to justify a cross-border acquisition?
10. What is a transnational strategy?
11. What is the institutional context?
12. How can national culture influence corporate level decisions?