University of Commerce Luigi Bocconi

The course aims at analyzing the process of economic and political integration of European countries, through a theoretical, policy, and political perspective. European politics occurs in national capitals and in Brussels. Traditionally much of the disciplinary focus has either been on the European Union and integration or the national politics in the Member States. Increasingly, this failure to adequately explore how both levels of government interact reflects neither the state of European politics nor the cutting edge of research. The politics part of this course introduces students to a basic toolkit used by researchers of advanced democracies and international interdependence (including spatial models, veto players, two-level games etc.) to understand both domestic and EU-level politics in Europe in conjunction. The economics part of the course starts with a general overview of EU integration from the 1950s until today. It then moves to discussing the EU budget, with its sources of revenues and areas of expenditure. The main features of the Next Generation EU strategy are also extensively covered. This lays the foundations for studying the main policies currently undertaken by the European Union: competition, agriculture, cohesion, and international trade. The connection between economic and political dynamics is addressed, with specific attention to the link between globalization, Brexit, and the success of nationalist forces in Europe. A substantial part of the course is devoted to the Economic and Monetary Union: origins, architecture, and evolution over the Great Financial Crisis and the Covid-19 pandemic.

This course explores the complexities of multinational financial management, ranging from the management of foreign currency exposures (to determine a subsidiary’s capital structure or to value an investment in a risky country) to the managerial and environmental considerations that make multinational financial decision-making so challenging. Financial decision making in the multinational setting requires a sound understanding of: 1) the extension of traditional finance considerations to a more complex global setting (i.e. Exchange Rate Effects, Global CAPM); 2) how institutional constraints can create obstacles and opportunities for multinational firms (i.e. Opportunities created by different markets); 3) the managerial objectives that can often limit the relevance of traditional financial objectives or institutional opportunities. The framework developed in the course suggests how to balance these three relevant factors: complex financial incentives have to be integrated with institutional obstacles and opportunities and aligned with managerial objectives. The goal then offers both a clear framework and a set of operative tools to understand the relationship between multinational firms and international financial markets. The whole structure of the course is applied, involves several real-world cases that are discussed in class, and is oriented to develop capabilities to understand and use international finance methodologies and practices used around the world. The course requires students to have familiarity with basic topics of corporate finance and a basic knowledge of concepts like risk, return, capital structure, and the CAPM as a prerequisite.

The focus of this course is on how managers can enhance and sustain superior business performance by making sound strategic decisions. The course covers analytical and conceptual models that help in the development of business strategy. The course is designed to expose students to fundamental and advanced topics in business strategy and enable them to analyze business situations from the point of view of the practicing general manager. General managers engage in identifying opportunities and threats in the competitive environment, developing and allocating critical resources, and interacting with competitors. They also identify opportunities for forming strategic alliances and plan how to create and capture value from alliances, especially when collaborating with competitors. The course also studies how managers should negotiate alliance agreements and manage the firm’s alliance portfolio. The course recommends students have prior knowledge in functional areas of economics, marketing, finance, and operations management as a prerequisite.

This course illustrates marketing sustainability models and contributions, describes new relationships that marketing needs to support emerging sustainable business models, and depicts and discusses fundamental variables of the marketing process that allow students to define an operating green marketing strategy. The present scenario shows the advent of a new paradigm at a global level, encompassing customers, markets and companies and based on the concept of “Green Economy.” As a consequence, all managers are faced with new challenges: to fully understand the new paradigm’s rules on the one hand, to infer which might be the new paradigm’s impact in terms of managerial implications and market strategy, on the other hand. The green marketing course’s specific goals are to: single out the most relevant green economy theories and practices, having a deep impact on customer choices and companies’ marketing strategies, such as, for instance, the Cradle-to Cradle approach; develop knowledge as to green products and services’ “go to market,” in particular by identifying which are the key value-drivers generating “green demand;” analyze the green marketing’s key drives for growth and key drives for value; review “Marketing Fundamentals” ( STP, 4Ps, etc.) under the new “green perspective,” in order to make participants able to define a Green STP and a Green 4Ps; single out and analyze the most important, innovative Green Business Models along with their peculiar Marketing-mix; investigate green marketing strategies in selected contexts (B2B,B2C,B2G) and industries (e.g. automotive, retail and e-commerce, building, city planning, food and beverages, "controversial industries"...); and explain how to build up a resilient and successful eco-system, able to deliver a relevant added value to green stakeholders. It is recommended to have attended a course on basic marketing. The knowledge of the pillars of marketing as a discipline is expected.

This course highlights strategies for adapting to local culture and the specific challenges that emerge for international players in diverse environments. The course begins with a review of relevant institutional theories and how institutions influence organizational behavior, strategies, and markets. The course then explores a variety of institutional strategies—successful as well as unsuccessful—across a broad range of regions and countries. The course takes an institutions-based approach, which interprets multinational enterprises (MNE) strategy in the global arena as informed by the institutional environment and local culture of the home and host environment. The focus is on adjustment and implementation processes necessary to respond successfully to different host environments. The course consists of three modules: background and theoretical concepts; strategic adaptation, innovation and implementation; and managing external relations.

This course offers an intensive introduction to the field of network analysis with a particular emphasis on organizational settings. The course is divided into traditional lecture sessions and hands-on laboratory sessions in which students have a chance to play with real-world data. The course familiarizes students with the theory, research, methodological issues, and practical implications connected with the analysis of relational data within organizations. Upon completion of the course, students should have a good grasp of social network concepts and methods, and be able to use them. The approach is practical and it involves concrete use of social network data during the laboratory sessions. This includes mastering not only software tools but also statistical and analytical methods. Students are required to bring their own laptops to effectively participate in the laboratory sessions. The course discusses topics including social network theories, concepts, and terminology (e.g., structural holes, social capital, social influence, origins and evolutions of network structures).; using matrices and graphs to represent social relationships (e.g., one-mode and two-mode networks, layout algorithms, network visualizations); methods and measures to understand network data (e.g., centrality algorithms, cliques and communities, positions and roles, scale-free networks); and applications of social network analysis (e.g., strategic alliances, organizational change, key-player detection).

The course focuses on the major turning points in Italian economic history, in which business management groups emerged. The course provides a chronological and thematic analysis of the historical-economic events in Italy, from its unification to present day, together with the analysis of various case studies selected from the most interesting successes and failures of Italian private and public companies in today's global economy.

This course examines the performance and operation of imperfectly competitive markets, as well as the behavior of firms in these markets. The course looks at the effects of various business decisions and policy actions on the way firms compete. The course also explores how the need to motivate members of an organization and to coordinate their actions shapes the provision of incentives within the organization and the actual organization design. This allows a look at how organizational choices affect firms’ competitive behavior and rivals’ reactions. The course discusses topics including a review of fundamental concepts of game theory; the determinants of market power in static oligopolistic models; strategic positioning and advertising; the intensity of rivalry in dynamic oligopolistic models: collusive agreements; strategic and non-strategic barriers to entry; incentives within an organization: motivation; incentives within an organization: externalities and transfer prices; the strategic effects of organizational choices: horizontal mergers; and anti-trust intervention in oligopolistic markets. Students attending this course should be familiar with basic microeconomics concepts, in particular with the notion of Nash Equilibrium and Subgame Perfect Nash Equilibrium, with basic oligopolistic models (such as Bertrand and Cournot models of static competition) and with the fundamentals of unconstrained and constrained optimization problems.

How investors make decisions is determined by human emotion, biases, and cognitive limitations of the mind in processing and responding to information. This course looks at behavioral finance (how investors and markets behave) and experimental finance (principles of designing experiments in finance). It investigates and uses hands-on experiments for the following current topics and applications: nudging; explaining trading behavior (including the role of subjective expectations, overconfidence, risk appetite, emotions, and attention); exploring market bubbles; understanding bank runs (investigating causes, contagions, and preventions); finding the optimal financial communication to clients; and testing the value of financial advice.

The course introduces students to the political economy of global health. It evaluates the underlying social, political, and economic causes of ill health and the role of various policies in responding. An emphasis is placed on analyzing the role of institutions, aid flows, corporations, and macroeconomic changes in global health. The course gives students an understanding of core concepts, issues, and debates in global health. Students apply social and political science perspectives to the analysis of health problems and identify research questions and designs on global health topics. The course requires students to have completed an elementary statistics course as a prerequisite. The course is split into three parts. Part I offers an introduction to Global Health topics. The first two sessions introduce the main debates in global health: the global burden of disease project, Primary versus Selective Health Care, horizontal versus vertical health systems, Universal Health Coverage, DALYs, and the theory of epidemiological transition. The next six sessions evaluate in more specific detail the history, epidemiology, and economics of leading sources of death and disability worldwide. Part II focuses on better understanding the wider causes of ill health and potential modifying factors. It covers different methods for measuring and mapping the scale of health inequalities across countries and over time. It also reviews the ongoing debates about whether inequality is a causative factor in health outcomes. This component of the course reviews evidence on the impacts of financial crises on health, from the Great Depression through to the recent economic downturns in Europe and North America, as well as implications for health of radical populism and fascist political movements. Finally, it evaluates the roles of health and social security systems in responding to these health determinants. Part III maps key players and actors in global health. This part of the course evaluates the political economy of global health. It assesses who holds power, covering the role of the World Health Organization, Private Philanthropic Foundations and other non-state actors, International Financial Institutions, and Multi-National Corporations. It reviews debates on alternative forms of redistribution, from charity to aid to lending programs. Finally, this section evaluates the histories of engaging with commercial determinants of health and alternative regulatory systems.