Economics and management

A.Y. 2019/2020
Lesson for
Overall hours
Learning objectives
Continuous, rapid and radical technological change is the only constant on which companies may relies upon when facing today competitive context. Companies can no longer plan their objectives and activities well in advance but must learn to change as quickly. Doing so requires breaking the old labour division, based on functional specialization, and developing the capacity to work in temporary multidisciplinary teams. Therefore, even chemists can no longer know only about chemistry, but also about business. The aim of this course, therefore, is to offer students of industrial chemistry with the opportunity to learn how to surf firms' strategy. The objective is not turn them into experts. But provide them with a basic vocabulary to deal with those involved in the management of their firms.
At the end of the course, students are expected to be competent on:
1. The analysis of the competitive context;
2. The analysis of firms' resources and competencies;
3. The analysis of the value chain;
4. Understanding the main organizational forms and management systems
5. The analysis of competitive advantage;
6. Basic elements of an innovation strategy;
7. Drawing a green strategy;
8. Understanding the information contained in the four basic financial statements.

Course structure and Syllabus

Active edition
SECS-P/08 - MANAGEMENT - University credits: 6
Lessons: 48 hours
Professor: Ganzaroli Andrea
Course content
1. The concept of strategy;
2. The fundamentals of industry analysis;
3. Analysing and developing resources and capabilities;
4. Organizational structure and management systems;
5. The analysis of competitive advantage;
a. Cost advantage;
b. Differentiation advantage;
6. Technology-based industry and the management of innovation;
7. Building and managing a green strategy;
8. Principles of accounting

Suggested prerequisites

Reference material
1. Grant, R., Contemporary Strategy Analysis (Chapters: 1, 2, 3, 5, 6, 7, 8,9, 10, 12)
2. Kramer, M. R., & Porter, M. (2011). Creating shared value. Harvard business review, 89(1/2), 62-77.
3. Porter, M. E., & Kramer, M. R. (2006). The link between competitive advantage and corporate social responsibility. Harvard business review, 84(12), 78-92.
4. Joyce, A., & Paquin, R. L. (2016). The triple layered business model canvas: A tool to design more sustainable business models. Journal of Cleaner Production, 135, 1474-1486.
5. Libby, Libby, and Hodge, Financial accounting (Chapter 1 + slides)

Assessment method
Students will be assessed based on two tests. The first test aims at assessing the degree of confidence students have acquired with the theoretical background based on 16 questions multiple choices. The second test consists of an essay aiming at assessing students' analytical capabilities in a case study.

Language of instruction

Attendance Policy
Recommended, but not compulsory

Mode of teaching
The teaching method is a mix of lecture-style and case study based. Students are continuously involved in the class and are required to actively participate with questions, observations and suggestions.
Lesson period
First semester
Assessment methods
Assessment result
voto verbalizzato in trentesimi
Educational website(s)
Until the end of november: wednesday from 10.30 am to 1 pm
DEMM - Room 20