Business Administration

This course covers practical leadership and negotiation techniques to maximize effectiveness and contribution in the workplace setting. It emphasizes strategic management skills to effectively manage teams, team-working capacity, and problem-solving abilities. The course also covers different types of negotiations, basic bargaining skills, and strategies for mutual gain.

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.

This course is part of the Laurea Magistrale program. The course is intended for advanced level students only. Enrollment is generally restricted to local graduate level students and requires the instructor's direct permission to enroll. Enrollment by special permission only. This course offers an introduction to management consulting. A particular focus of the is given to the role of consultants in the strategic decision making of firms, to the management tools used by management consulting firms, to the methodology for the of top management decision making. At the end of the course, participants have a methodical approach to managerial problem solving in a business company. The course discusses topics including: development of a real business case to be solved in teams; management consulting toolbox; principles of management consulting written and oral communication; M&A; and digital transformation.

This course introduces the students to the behavioral finance view on asset pricing. The first part of the course takes a historical perspective on development of securities markets. The second part discusses the foundations of the efficient markets hypothesis which is the basis for the traditional "rational" view on asset pricing. The third and fourth parts focus on theoretical and empirical challenges facing the efficient markets hypothesis and consider the alternative "behavioral" interpretations of the pricing of securities. The specific topics include noise trading, investor sentiment, limits to arbitrage, overreaction and underreaction to news, excess volatility, return predictability, market boom and busts, institutional trends in market development.

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.

This course has two main objectives. The first objective is to understand CSR, CSV and Sustainability based on the theory and the history, and the second objective is to think about what we should do from a corporate perspective to make society and the environment better for our time and the next generation.

The concept of Sustainability is constantly innovating. However, the fundamentals of what a company should do to ensure the sustainable development of the company, society, and the environment remain unchanged. The course aims to unravel the concepts that link corporations with society and the environment, such as CSR, CSV and Sustainability, along with their history. The course also considers what companies should do to improve society for the next generation, citing examples from Japanese and overseas corporations.

The course introduces engineering students to the concepts and practices of technological entrepreneurial thinking and entrepreneurship. Using lectures, case studies, business plans, and student presentations, the course teaches life skills in entrepreneurial thought and action that students can utilize in starting technology companies or executing R&D projects in large companies. Major course modules include introduction to entrepreneurship, idea generation and feasibility analysis, and business planning and execution.

This course is specifically designed for non-business students who want to learn about idea development and start-up processes in new ventures and prepare for the non-technical aspects of innovation processes in organizations. The course introduces theories and tools for entrepreneurship and innovation management that can assist in idea development and realization. To combine the process with own world perspectives, students build venture teams and develop their own venture idea that addresses a challenge connected to their fields of study, such as unresolved problems and new opportunities in their academic environments. The course includes theory input and insights from practitioners and has a strong focus on team project work and feedback sessions. Theory sessions include an introduction to innovation and entrepreneurship theories, and innovation management frameworks and tools that can be applied in new ventures or existing organizations (creativity techniques, innovation process models, design thinking, business modelling including sustainable business models). Through project group work, in-class exercises, and interaction with stakeholders, students work in their venture teams and apply theories and tools to develop venture ideas.

This course examines the dynamic nature of leadership and innovation as theorized in the past, its present application, and how it might evolve in the future within the backdrop of a fast-digitalizing emerging economy. Lectures focus on how leadership and innovation have evolved over time and how emerging economies are learning from the existing leadership debates and adding to it from their own experiences, culture, and social context. While this course starts from existing leadership discourse, it does not limit itself to the current understanding of leadership. It explores newer leadership experiences from emerging economies to develop a counter exploration to the existing leadership narrative and provides a holistic understanding of leadership by filling the gaps and insights from vibrant diverse cultures that identify themselves as emerging economies.