| 10600182 | STRATEGIC AND INNOVATION MANAGEMENT [SECS-P/08] [ENG] | 1st | 1st | 9 |
Educational objectives
General objectives: The "Strategic and Innovation Management" course provides students with the crucial knowledge to understand emerging socio-economic scenarios, with particular regard to coopetitive dynamics, technological innovation, digitalization and platformization of society and the economy. Through case studies, classroom exercises and group work, students will be able to acquire knowledge relating to strategic management and innovation, both with reference to the different theoretical approaches and in the application of consolidated interpretative and analytical frameworks. The course aims to familiarize students with relevant strategic and organizational issues related to innovation and an understanding of their implications on business performance.
Specific aims
Knowledge and understanding: The Strategic and Innovation Management course provides students with knowledge relating to the field of strategic management and innovation. In particular, it allows the student to acquire the following knowledge:
-The main definitions, theories of and debates around innovation;
-The crucial industry dynamics of technological innovation;
-The sources of innovation;
-The main types and patterns of innovation;
-The definition and consequence of standards battles; the implication of modularity and the emerging dynamic of platform competition;
-The main dimensions according to which formulate a technological innovation strategy;
-The main risks related to technological innovation;
-The definition and consequence of alternative innovation strategies: open innovation vs. close innovation.
Application skills: Through classroom exercises, case studies and group work, the Strategic and Innovation Management course supports students in the practical application of strategic analysis, decision making and problem solving approaches . At the end of the course, students will be able to apply managerial tools, decision making and problem solving approaches to concrete contexts and cases.
Critical and judgment skills: The contents and methods of carrying out the course allow the student to: critically evaluate economic issues related to demand as well as the risks faced by companies that implement technological innovation strategies; develop appropriate technological innovation strategies; evaluate and select appropriate mechanisms to protect innovation; critically assess the ethical and social issues and debates related to technological innovation.
Communication skills: The Strategic and Innovation Management course aims to strengthen oral exposure skills, with particular reference to issues related to strategic management and innovation at the company level.
Learning skills: The course promotes the acquisition of a high level of autonomy in the management of the study and of one's own learning. This is made possible through the analysis of case studies - both individual and group level - focused on complex international companies conducted at both individual and group level.
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| 1047727 | INTERNATIONAL MARKETING MANAGEMENT [SECS-P/08] [ENG] | 1st | 1st | 9 |
Educational objectives
The International Marketing Management course provides students with the necessary knowledge to develop a marketing strategy beyond the domestic market, adapting all the levers of the marketing mix, with particular regard to the analysis of the cultural, economic, political and competitive scenario of various countries. Through case studies, classroom exercises and group work, students will acquire global marketing knowledge, both in scenario analysis and in the implementation of the marketing mix.
Specific goals
Knowledge and understanding: The course of International Marketing management provides students with the knowledge of market analysis, scenario analysis, adaptation of the marketing mix In particular, it allows the student to understand the differences between adaptation and standardization of marketing strategies. Thanks also to the use of testimonials in the classroom of marketing managers of multinational companies.
Application skills: By carrying out classroom exercises, case studies and group work, the IMM course supports students in the practical application of marketing actions. At the end of the course, students will be able to understand when to adapt product, price, advertising and distribution channels to different realities.
Critical and judgment skills: The contents and methods of carrying out the course allow you to apply from concrete cases. In particular, the course aims to develop the skills of scenario analysis and adaptation to local specificities
Communication skills: The IMM course aims to strengthen oral presentation skills, with particular reference to exposure and interaction in the classroom
Learning skills: The course guarantees the acquisition of a high level of autonomy in the management of the study and of one's own learning. This is made possible through study alone or in a group of students
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| 10592557 | BUSINESS HISTORY [SECS-P/12] [ENG] | 1st | 2nd | 6 |
Educational objectives The course is interested in the history of entrepreneurs, firms, and business systems, including the subjects of innovation, globalisation, and regulation. Students will be familiarised with the emergence of factory production, why some firms grew large and others did not; the importance of different shapes of firm organisation in history; and why alternative models to mass production existed and survived.
Rather than a set of hands-on tools, the course provides an overview of the development of firms and business in the context of the centuries-long process of industrialisation in the western world. This includes a chronological tour of the history of firms and businesses from pre-industrial times until today, and the theories attempting to explain it.
Starting with the pre-industrial era and the first Industrial Revolution in England, the course then moves via the second Industrial Revolution focused mainly on the United States to the third Industrial Revolution regarded from a global and multinational perspective. Emphasis is on ‘big business’ among the major players in history – the UK, the US and Japan alongside industrial runner-ups, such as Germany, France, Italy, and Russia – as well as emerging economies, such as China and India.
Although the natural unit of analysis would appear to be the firm, the course focuses chiefly on the interaction between firms and society at large, including business responses to the world economy, which has always been a fundamental influence on the evolution of national or regional business strategies and differences herein.
Close attention is also paid to the role played by technical progress (innovations) for the development of firms and businesses, including general-purpose technologies such as steam power, electric power, and computer power, as well as developments in transport and information infrastructures, but the course is also interested in firm- or business-specific adaptations to various country-specific political and cultural regimes and the environment.
The course is carried out in the form of lectures with a high intensity of student-teacher interaction helping to improve the students’ learning skills. Students will achieve a comprehensive knowledge and understanding of business history partly attained through case-studies; they will be able to draw on two centuries of business experiences providing them with applicable knowledge and the understanding needed to identify what cause firms or industries to succeed or fail; they will be able to use this knowledge to make informed judgements regarding how to optimally respond to contemporary and future global business challenges; and they will acquire the skills to communicate this knowledge to others.
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| 1044386 | INDUSTRIAL ECONOMICS AND POLICY [SECS-P/02] [ENG] | 1st | 2nd | 6 |
Educational objectives A) Knowledge and understanding: providing knowledge and ability to understand the multiple and interdependent dimensions of firms’ strategic interdependence in non-competitive markets, with a focus on the ICT, network industries and two sided markets. The course perspective will be positive as well as normative.
B) Applying knowledge and understanding: at the end of the course, students will be able to apply the acquired knowledge to the solution of theoretical exercises and to the discussion of practical cases.
C) Making judgements: The course aims to develop autonomy of judgment in the study of situations of strategic interaction - even in unexpected situations. The course promotes the critical evaluation of policies for competition and innovation, with particular reference to digital markets.
D) Communication skills: by the end of the course students will be able to 1) communicate the selection criteria related to the various business decisions in a context of strategic interaction; 2) illustrate firms’ strategies potentially harmful to competition; 3) assess public and private incentives for innovation and identify the most appropriate policies to foster innovation.
E) Learning skills: the course favours class attendance and prepares to study in a self-managed and autonomous way.
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| 1047637 | LEADERSHIP AND ORGANIZATIONAL CHANGE [SECS-P/10] [ITA] | 1st | 2nd | 9 |
Educational objectives Leadership and Organizational Change is a 9 Credits (72 Hours) course of the Business Management Cur-riculum (Master Degree), aiming to allow students to learn the motivations behind the process of organiza-tional change (with particular regard to the radical change), the phases that characterize this process and the problems that companies face in effectively carrying out a project of change.
The topic of organizational change will be dealt with considering the most recent technological (especially those relating to digitisation), operational, managerial and organizational innovations and the way in which they impact on business models, on fundamental operational processes, on organizational structures, on culture and practices of Human Resource Management.
This helps to understand the fundamental variables of the organization, on which to lever for the effective implementation of a project of change, having regard to organizational performance and the achievement and improvement of competitive advantage.
Moreover, the analysis of the relationships and interdependencies that characterize the abovementioned variables allows to obtain a systemic view of the complex connections between organization, strategy and environment and how organizational change emerges from their mutual interaction.
2 Training Aims
2.1 General Aims
The main objective of the course is to transfer students analytical knowledge about the process of change management of the firm and the ways in which the leadership acts within organizations.
Students will be able to recognize, face and solve problems arising in the different phases of the organiza-tional change (from the planning of the organizational change, to the mapping of factors that can inhibit or favor the success of the plan itself, to the identification of the supporting roles in the implementation of the change, to the monitoring of the achieved results), also allowing to frame the relationships among organiza-tional, environmental, strategic and operational variables and their mutual link in the change processes, considering their impact on the business performance.
Through appropriate models of organizational analysis, the course will provide adequate knowledge on the effects of systemic change processes and their impact on the main organizational variables.
The course will also provide knowledge on how to exercise leadership in change processes, through the analysis and comparison of leadership styles that can lead to improvements in organizational climate and socio-relational context with respect to toxic leadership style.
The course intends to eventually transfer students with adequate knowledge about the role that organiza-tional culture and processes have in managing human resources to support the effectiveness of change management.
These objectives will be pursued through the adoption of an appropriate mix of lectures, individual jobs, group exercises and testimonies of organizational experts from the business world.
2.2 Specific Aims
2.2.1 Knowledge and understanding.
At the end of the course, students will be able to recognize and face analytically the problems inherent in a process of organizational change, also thanks to the knowledge of models and tools applicable to the spe-cific phases of planning, implementation and control of the change process.
This knowledge will be acquired by adopting an analytical perspective that considers the effects of changes on business models, on the main operational processes, on the organizational structure and practices and related to the development of Human Resources, aimed at understanding the existing systemic relation-ships. among these components of the organizational action and their impact on the performance of the company.
Furthermore, the understanding of the links between environmental, strategic and organizational variables will allow to analyze and solve problems related to the different phases of the organizational change of the firm, in the search for consistency among these variables and in compliance with the economic conditions of the firm itself.
2.2.2 Applying knowledge and understanding.
Through individual work and project work, also commissioned by important Italian entrepreneurial realities, students will be enabled not only to understand the origin, nature and typology of the various problems in-herent in the processes of organizational change, but also to elaborate specific solutions using techniques, models and analysis tools transferred during the lectures.
The presentation by the students of the results of the group work will allow the development of capabilities for reflection and argumentation, together with the ability to exchange, share and display the results achieved.
Lectures from organizational experts coming from leading business organizations and the discussion of the related topics with the students, finally, will allow to corroborate - also with a practical feedback - the ability to apply the techniques and the results achieved by students themselves, and learn from any mistakes made.
2.2.3 Making judgements.
The course, through mixed methods of content delivery (lectures, individual and group work, company tes-timonials), while devoting adequate space to the main theoretical models in the reference literature, intends to stimulate students to realize a personal vision of organizational phenomena, encouraging autonomy of judgment and the creative solution, even if oriented and guided by the teacher, of the consequent prob-lems.
In particular, individual and group work will be designed to increase critical, reflexive and independent judg-ing skills, including that aimed at avoiding the biases that characterize the decision-making processes in this area. solving, also with regard to the ethical and social consequences that distinguish organizational choic-es.
2.2.4 Communication skills.
The performance of several case studies (at individual and group level) and the presentation of the results achieved is an important tool for the development of communication skills. In particular, the exercises are specifically designed to allow students to learn how to interact and communicate, simulating knowledge sharing activities and building consensus typical of real work contexts.
These skills represent a "natural" component of the contents of the course, given that the subject of organi-zational communication is a specific issue to be developed in order to support the organizational change process.
2.2.5 Learning skills.
Considering the high transversal and multidisciplinary nature of the topics the course will dealt with, the contents of which can easily be transferred even in organizational contexts other than business firms, the course of Leadership & Organizational Change allows to acquire theoretical, conceptual and applicative knowledge that can be used for a multiplicity of educational and practical paths subsequent to that of the three-year degree.
In addition, being the course the natural continuation of a master's degree course, not only in managerial or business areas, students will acquire skills that can be further developed, even independently, and used in companies, consulting firms and other organizations, as well as for the establishment of innovative, high-tech start-ups.
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| LEADERSHIP AND ORGANIZATIONAL CHANGE - FOUNDATIONS [SECS-P/10] [ENG] | 1st | 2nd | 3 |
Educational objectives Leadership and Organizational Change is a 9 Credits (72 Hours) course of the Business Management Cur-riculum (Master Degree), aiming to allow students to learn the motivations behind the process of organiza-tional change (with particular regard to the radical change), the phases that characterize this process and the problems that companies face in effectively carrying out a project of change.
The topic of organizational change will be dealt with considering the most recent technological (especially those relating to digitisation), operational, managerial and organizational innovations and the way in which they impact on business models, on fundamental operational processes, on organizational structures, on culture and practices of Human Resource Management.
This helps to understand the fundamental variables of the organization, on which to lever for the effective implementation of a project of change, having regard to organizational performance and the achievement and improvement of competitive advantage.
Moreover, the analysis of the relationships and interdependencies that characterize the abovementioned variables allows to obtain a systemic view of the complex connections between organization, strategy and environment and how organizational change emerges from their mutual interaction.
2 Training Aims
2.1 General Aims
The main objective of the course is to transfer students analytical knowledge about the process of change management of the firm and the ways in which the leadership acts within organizations.
Students will be able to recognize, face and solve problems arising in the different phases of the organiza-tional change (from the planning of the organizational change, to the mapping of factors that can inhibit or favor the success of the plan itself, to the identification of the supporting roles in the implementation of the change, to the monitoring of the achieved results), also allowing to frame the relationships among organiza-tional, environmental, strategic and operational variables and their mutual link in the change processes, considering their impact on the business performance.
Through appropriate models of organizational analysis, the course will provide adequate knowledge on the effects of systemic change processes and their impact on the main organizational variables.
The course will also provide knowledge on how to exercise leadership in change processes, through the analysis and comparison of leadership styles that can lead to improvements in organizational climate and socio-relational context with respect to toxic leadership style.
The course intends to eventually transfer students with adequate knowledge about the role that organiza-tional culture and processes have in managing human resources to support the effectiveness of change management.
These objectives will be pursued through the adoption of an appropriate mix of lectures, individual jobs, group exercises and testimonies of organizational experts from the business world.
2.2 Specific Aims
2.2.1 Knowledge and understanding.
At the end of the course, students will be able to recognize and face analytically the problems inherent in a process of organizational change, also thanks to the knowledge of models and tools applicable to the spe-cific phases of planning, implementation and control of the change process.
This knowledge will be acquired by adopting an analytical perspective that considers the effects of changes on business models, on the main operational processes, on the organizational structure and practices and related to the development of Human Resources, aimed at understanding the existing systemic relation-ships. among these components of the organizational action and their impact on the performance of the company.
Furthermore, the understanding of the links between environmental, strategic and organizational variables will allow to analyze and solve problems related to the different phases of the organizational change of the firm, in the search for consistency among these variables and in compliance with the economic conditions of the firm itself.
2.2.2 Applying knowledge and understanding.
Through individual work and project work, also commissioned by important Italian entrepreneurial realities, students will be enabled not only to understand the origin, nature and typology of the various problems in-herent in the processes of organizational change, but also to elaborate specific solutions using techniques, models and analysis tools transferred during the lectures.
The presentation by the students of the results of the group work will allow the development of capabilities for reflection and argumentation, together with the ability to exchange, share and display the results achieved.
Lectures from organizational experts coming from leading business organizations and the discussion of the related topics with the students, finally, will allow to corroborate - also with a practical feedback - the ability to apply the techniques and the results achieved by students themselves, and learn from any mistakes made.
2.2.3 Making judgements.
The course, through mixed methods of content delivery (lectures, individual and group work, company tes-timonials), while devoting adequate space to the main theoretical models in the reference literature, intends to stimulate students to realize a personal vision of organizational phenomena, encouraging autonomy of judgment and the creative solution, even if oriented and guided by the teacher, of the consequent prob-lems.
In particular, individual and group work will be designed to increase critical, reflexive and independent judg-ing skills, including that aimed at avoiding the biases that characterize the decision-making processes in this area. solving, also with regard to the ethical and social consequences that distinguish organizational choic-es.
2.2.4 Communication skills.
The performance of several case studies (at individual and group level) and the presentation of the results achieved is an important tool for the development of communication skills. In particular, the exercises are specifically designed to allow students to learn how to interact and communicate, simulating knowledge sharing activities and building consensus typical of real work contexts.
These skills represent a "natural" component of the contents of the course, given that the subject of organi-zational communication is a specific issue to be developed in order to support the organizational change process.
2.2.5 Learning skills.
Considering the high transversal and multidisciplinary nature of the topics the course will dealt with, the contents of which can easily be transferred even in organizational contexts other than business firms, the course of Leadership & Organizational Change allows to acquire theoretical, conceptual and applicative knowledge that can be used for a multiplicity of educational and practical paths subsequent to that of the three-year degree.
In addition, being the course the natural continuation of a master's degree course, not only in managerial or business areas, students will acquire skills that can be further developed, even independently, and used in companies, consulting firms and other organizations, as well as for the establishment of innovative, high-tech start-ups.
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| LEADERSHIP AND ORGANIZATIONAL CHANGE - CASES AND APPLICATIONS [SECS-P/10] [ENG] | 1st | 2nd | 6 |
Educational objectives Leadership and Organizational Change is a 9 Credits (72 Hours) course of the Business Management Cur-riculum (Master Degree), aiming to allow students to learn the motivations behind the process of organiza-tional change (with particular regard to the radical change), the phases that characterize this process and the problems that companies face in effectively carrying out a project of change.
The topic of organizational change will be dealt with considering the most recent technological (especially those relating to digitisation), operational, managerial and organizational innovations and the way in which they impact on business models, on fundamental operational processes, on organizational structures, on culture and practices of Human Resource Management.
This helps to understand the fundamental variables of the organization, on which to lever for the effective implementation of a project of change, having regard to organizational performance and the achievement and improvement of competitive advantage.
Moreover, the analysis of the relationships and interdependencies that characterize the abovementioned variables allows to obtain a systemic view of the complex connections between organization, strategy and environment and how organizational change emerges from their mutual interaction.
2 Training Aims
2.1 General Aims
The main objective of the course is to transfer students analytical knowledge about the process of change management of the firm and the ways in which the leadership acts within organizations.
Students will be able to recognize, face and solve problems arising in the different phases of the organiza-tional change (from the planning of the organizational change, to the mapping of factors that can inhibit or favor the success of the plan itself, to the identification of the supporting roles in the implementation of the change, to the monitoring of the achieved results), also allowing to frame the relationships among organiza-tional, environmental, strategic and operational variables and their mutual link in the change processes, considering their impact on the business performance.
Through appropriate models of organizational analysis, the course will provide adequate knowledge on the effects of systemic change processes and their impact on the main organizational variables.
The course will also provide knowledge on how to exercise leadership in change processes, through the analysis and comparison of leadership styles that can lead to improvements in organizational climate and socio-relational context with respect to toxic leadership style.
The course intends to eventually transfer students with adequate knowledge about the role that organiza-tional culture and processes have in managing human resources to support the effectiveness of change management.
These objectives will be pursued through the adoption of an appropriate mix of lectures, individual jobs, group exercises and testimonies of organizational experts from the business world.
2.2 Specific Aims
2.2.1 Knowledge and understanding.
At the end of the course, students will be able to recognize and face analytically the problems inherent in a process of organizational change, also thanks to the knowledge of models and tools applicable to the spe-cific phases of planning, implementation and control of the change process.
This knowledge will be acquired by adopting an analytical perspective that considers the effects of changes on business models, on the main operational processes, on the organizational structure and practices and related to the development of Human Resources, aimed at understanding the existing systemic relation-ships. among these components of the organizational action and their impact on the performance of the company.
Furthermore, the understanding of the links between environmental, strategic and organizational variables will allow to analyze and solve problems related to the different phases of the organizational change of the firm, in the search for consistency among these variables and in compliance with the economic conditions of the firm itself.
2.2.2 Applying knowledge and understanding.
Through individual work and project work, also commissioned by important Italian entrepreneurial realities, students will be enabled not only to understand the origin, nature and typology of the various problems in-herent in the processes of organizational change, but also to elaborate specific solutions using techniques, models and analysis tools transferred during the lectures.
The presentation by the students of the results of the group work will allow the development of capabilities for reflection and argumentation, together with the ability to exchange, share and display the results achieved.
Lectures from organizational experts coming from leading business organizations and the discussion of the related topics with the students, finally, will allow to corroborate - also with a practical feedback - the ability to apply the techniques and the results achieved by students themselves, and learn from any mistakes made.
2.2.3 Making judgements.
The course, through mixed methods of content delivery (lectures, individual and group work, company tes-timonials), while devoting adequate space to the main theoretical models in the reference literature, intends to stimulate students to realize a personal vision of organizational phenomena, encouraging autonomy of judgment and the creative solution, even if oriented and guided by the teacher, of the consequent prob-lems.
In particular, individual and group work will be designed to increase critical, reflexive and independent judg-ing skills, including that aimed at avoiding the biases that characterize the decision-making processes in this area. solving, also with regard to the ethical and social consequences that distinguish organizational choic-es.
2.2.4 Communication skills.
The performance of several case studies (at individual and group level) and the presentation of the results achieved is an important tool for the development of communication skills. In particular, the exercises are specifically designed to allow students to learn how to interact and communicate, simulating knowledge sharing activities and building consensus typical of real work contexts.
These skills represent a "natural" component of the contents of the course, given that the subject of organi-zational communication is a specific issue to be developed in order to support the organizational change process.
2.2.5 Learning skills.
Considering the high transversal and multidisciplinary nature of the topics the course will dealt with, the contents of which can easily be transferred even in organizational contexts other than business firms, the course of Leadership & Organizational Change allows to acquire theoretical, conceptual and applicative knowledge that can be used for a multiplicity of educational and practical paths subsequent to that of the three-year degree.
In addition, being the course the natural continuation of a master's degree course, not only in managerial or business areas, students will acquire skills that can be further developed, even independently, and used in companies, consulting firms and other organizations, as well as for the establishment of innovative, high-tech start-ups.
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| 10596369 | COMPETITION LAW [IUS/05] [ENG] | 2nd | 1st | 9 |
Educational objectives Obiettivi generali
Il corso di Competition law fornisce agli studenti le conoscenze necessarie per comprendere le regole e i principi che l'ordinamento nazionale ed europeo prevede per assicurare una sana concorrenza tra imprese. In particolare, le nozioni fornite consentono di individuare e analizzare le condotte che possono avere effetti anticoncorrenziali e i rischi conseguenti alla violazione delle regole della concorrenza. ll corso offre inoltre una conoscenza di base sul ruolo e sulle funzioni delle autorità nazionali ed europee della concorrenza. Anche attraverso lo studio di casi, esercitazioni in aula e lavori di gruppo, gli studenti acquisiranno la capacità di comprendere, analizzare e discutere testi normativi, materiali e casi giurisprudenziali e di applicare le nozioni giuridiche acquisite durante il corso alle conoscenze già maturate nelle materie economiche.
Prima parte:
Nozioni generali sul diritto della concorrenza: storia, finalità. Fondamenti economici del diritto della concorrenza; definizione del mercato e potere di mercato. Contesto istituzionale: autorità nazionali ed europee della concorrenza. Fonti del diritto europeo e nazionale della concorrenza.
Seconda parte:
A) intese restrittive della concorrenza
B) abuso di posizione dominante
C) L’enforcement antitrust: principi, istituzioni competenti, poteri, procedimenti e misure
Obiettivi specifici
General objectives
The Competition Law course is aimed at allowing students to analyse and understand the rules which are provided in order to ensure healthy competition on the market. It will also focus on the remit of national and European competition authoritites, with a specific focus on the remedies against anticompetitive business practices. Through the analysis of case law, specific seminars and team projects, students will acquire the capability to read and understand legislation, cases and materials and practice the legal skills acquired during the course.
First part:
Basic concepts: history and goals of competition law. The economics of competition law. Market definition and market power. The institutional framework: national and European competition law authorities. Sources of national and european competition law.
Second part:
A) Anticompetitive agreements
B) Abuse of dominant position
C) Public enforcement: principles, institutions, powers, procedures and remedies
Specific objectives
The Competition law course give students the basic knowledge of european and national competition rules. In particular, it allows students to understand complex legal concepts and manage to analyse legislation and case law. Furthermore, the course will host meetings with experts and public officials which will give students an insight on how competition authorities work and cases are assessed and decided.
Through seminars, case studies and team project works, the course will allow students to practice the theoretical notions learned during the lectures. By the end of the course, not only will students be able to know the main theorical foundations and concepts of competition law, but also to apply them to concrete cases and combine legal expertise with economic assessments.
The content and methodology of the course allow students to assess critically the legal materials examined during the lectures. In particular, the course is aimed at allowing students to develop the ability to deal with the technicalities of the subject and its practical application.
The Competition law course aims at strengthening the ability to prepare and discuss presentations dealing with complex cases and to practice legal vocabulary.
The course helps the students to be autonomous in their learning activities. To this aim, access is given to selected materials (Guidelines, EU Commission Communications and Regulations proposals, articles, cases) within which students can choose specific topics on which to focus their study and practice their legal skills.
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| 1055948 | Entrepreneurship and new ventures finance [SECS-P/08] [ENG] | 2nd | 1st | 9 |
Educational objectives The "Entrepreneurship and new ventures finance" course provides students with the basic knowledge on the creation of new innovative companies. dedicated to innovation (Foundations Module) using the tools commonly used in business incubation and acceleration programme (Cases and Applications Module). On the one hand, through the analysis of the theoretical concepts that form the basis of entrepreneurial processes seen from both a micro and macroeconomic perspective and open innovation models (Foundations Module) and on the other hand, case studies relating to startups and companies (Module Cases and Applications), practical exercises in the classroom and group work, students will be able to acquire the knowledge relating to the financing processes and evaluations of new innovative businesses (new ventures finance) as well as the practical tools preparatory to the identification and subsequent implementation of innovative startups
Specific goals
The course provides students with the analysis and programming tools necessary for the creation of new innovative companies. In this regard, the course focuses above all on the business model and business plan as typical tools of the so-called business design. Thanks also to the use of testimonials in the classroom of entrepreneurs and startuppers, the course provides concrete ideas for creating startups that seize market opportunities not yet identified and / or exploited.
Application Capacity
By conducting classroom exercises and lectures conducted through informatic tools, the course supports students in the practical application of business design and new ventures finance tools.
Critical and judgment capacities
The contents and methods of conducting the course allow students to develop the ability to analyze new business opportunities considered both from an entrepreneurial and a financial perspective.
Communication capacities
The course also aims to strengthen oral presentation skills, since students, after having created their startup in the group, must present the project created according to predefined open innovation models (pitch deck) in specific sessions.
Learning capacities
The course provides of acquiring a high level of autonomy in the creation of startups and innovative companies especially thanks to the tools used in business accelerators for the creation of innovative startups.
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| Entrepreneurship and new ventures finance - foundations [SECS-P/08] [ENG] | 2nd | 1st | 3 |
Educational objectives The "Entrepreneurship and new ventures finance" course provides students with the basic knowledge on the creation of new innovative companies. dedicated to innovation (Foundations Module) using the tools commonly used in business incubation and acceleration programme (Cases and Applications Module). On the one hand, through the analysis of the theoretical concepts that form the basis of entrepreneurial processes seen from both a micro and macroeconomic perspective and open innovation models (Foundations Module) and on the other hand, case studies relating to startups and companies (Module Cases and Applications), practical exercises in the classroom and group work, students will be able to acquire the knowledge relating to the financing processes and evaluations of new innovative businesses (new ventures finance) as well as the practical tools preparatory to the identification and subsequent implementation of innovative startups
Specific goals
The course provides students with the analysis and programming tools necessary for the creation of new innovative companies. In this regard, the course focuses above all on the business model and business plan as typical tools of the so-called business design. Thanks also to the use of testimonials in the classroom of entrepreneurs and startuppers, the course provides concrete ideas for creating startups that seize market opportunities not yet identified and / or exploited.
Application Capacity
By conducting classroom exercises and lectures conducted through informatic tools, the course supports students in the practical application of business design and new ventures finance tools.
Critical and judgment capacities
The contents and methods of conducting the course allow students to develop the ability to analyze new business opportunities considered both from an entrepreneurial and a financial perspective.
Communication capacities
The course also aims to strengthen oral presentation skills, since students, after having created their startup in the group, must present the project created according to predefined open innovation models (pitch deck) in specific sessions.
Learning capacities
The course provides of acquiring a high level of autonomy in the creation of startups and innovative companies especially thanks to the tools used in business accelerators for the creation of innovative startups.
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| Entrepreneurship and new ventures finance - cases and applications [SECS-P/08] [ENG] | 2nd | 1st | 6 |
Educational objectives The "Entrepreneurship and new ventures finance" course provides students with the basic knowledge on the creation of new innovative companies. dedicated to innovation (Foundations Module) using the tools commonly used in business incubation and acceleration programme (Cases and Applications Module). On the one hand, through the analysis of the theoretical concepts that form the basis of entrepreneurial processes seen from both a micro and macroeconomic perspective and open innovation models (Foundations Module) and on the other hand, case studies relating to startups and companies (Module Cases and Applications), practical exercises in the classroom and group work, students will be able to acquire the knowledge relating to the financing processes and evaluations of new innovative businesses (new ventures finance) as well as the practical tools preparatory to the identification and subsequent implementation of innovative startups
Specific goals
The course provides students with the analysis and programming tools necessary for the creation of new innovative companies. In this regard, the course focuses above all on the business model and business plan as typical tools of the so-called business design. Thanks also to the use of testimonials in the classroom of entrepreneurs and startuppers, the course provides concrete ideas for creating startups that seize market opportunities not yet identified and / or exploited.
Application Capacity
By conducting classroom exercises and lectures conducted through informatic tools, the course supports students in the practical application of business design and new ventures finance tools.
Critical and judgment capacities
The contents and methods of conducting the course allow students to develop the ability to analyze new business opportunities considered both from an entrepreneurial and a financial perspective.
Communication capacities
The course also aims to strengthen oral presentation skills, since students, after having created their startup in the group, must present the project created according to predefined open innovation models (pitch deck) in specific sessions.
Learning capacities
The course provides of acquiring a high level of autonomy in the creation of startups and innovative companies especially thanks to the tools used in business accelerators for the creation of innovative startups.
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| [N/D] [ENG] | 2nd | 2nd | 9 |
| AAF1574 | DISSERTATION [N/D] [ENG] | 2nd | 2nd | 18 |
Educational objectives The candidate produces an original research work with experimental character, backed by appropriated maps and illustrations, by which he demonstrates that he has acquired the ability to manage and to elaborate on his own the skills gained during the theoretical and methodological study, with special regard to the search of bibliographic and cartographic sources, data collection, management and processing of statistical data, critical thinking and capacity of personal elaboration.
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| Optional group: | | | |
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