Syllabus – Business Modules

Description of the contents – Optative Business Module:

Coorporate governance

Corporations. Overview. Firms and orporations. Shareholders, managers, and stakeholders. Mergers and adquisitions. Recent takeover waves. Separation of property and management. Mechanisms of governance. Compensation of executives and of shareholder representatives. Institutional investors. Corporate governance traditions in different countries: US, Germany, Japan. Moderns trends: stock ownership and executive compensation, insitutional investors. Provate equitiy and its governance mechanisms. History of corporate governance in the United States, Germany and Japan.

 

Technological strategy and competitiveness

Businesses today are facing global competition like never before. Trade liberalisation and falling production costs in emerging economies are squeezing profit margins and raising the competitive stakes. At the same time, technology, scientific understanding and global communications have advanced at a speed and on a scale never see before, disrupting business models and increasing customer expectations. Therefore technology strategy is a key element in this knowledge economy, for companies, governments and even academia to maintain their competitive edge and grow through innovation. Furthermore, the nature of technology strategy is such that it involves study themes from traditionally different domains of business/mangement and science/enbackgrounds to work together. The class is based on two key processes. First, the creation or technology transfer process, see ‘supply chain’ of technology from production to delivery and use. In some cases this will be the enhancement of technology and entrepreneurship as an option. Secondly, the process of creating strategy creation and implementation of an effective technology strategy that takes into account the first process and standard industrial dynamics and technological behavior. A second option is to create companies.

 

Digital economy and companies with network externalities

The goal of this course is to teach students the concepts fundamental economic characterizing the digital economy. Analyze various markets with these characteristics and parendrem the threats and opportunities for companies in these industries. Characteristics of the digital economy. Pricing policies. Versioning the information. Property rights. Switching costs. Network externalities. Complementarity, compatinility and standards.

 

Theoretical & Methodological aspects on innovation and R&D

The objective of this subject is to show, evaluate and analyse theoretical and methodological aspects on innovation and R&D. Students should become familiar with both qualitative and quantitative techniques useful for monitoring these processes, classification codes used in this specific field of knowledge, examples and important documents that serve them as basis for future developments. Knowing how to perform a process of surveillance technology and patent analysis.

 

Organizational Dynamics

Revolutionary technologies and social innovations have created a more closely linked world. But it is also a world of change, uncertainty, and disruption that leaves many unprepared to respond effectively. The motivation of the course is to understand the extent to which organizational dynamics can assist in explaining transformations. It seeks to increase our collective ability to anticipate the complex consequences of change; will allow a better understanding of the dynamics of human and organizational behaviour at all levels; will provide new insights into the cognitive and social structures that create, define and result from change; and will help people and organizations to better manage profound or rapid change. The course compounds complementary elements from different theories in order to provide a general conceptual framework for thinking about organizational behaviour and processes as well as to promote a more comprehensive understanding of organizations in action.
Questions about organizational phenomena such as design, change and conflict are complex and rarely have any context-invariant correct answers. So, rather than teach formulaic solutions to problems involving human behaviour, the course offers instead a set of concepts, frameworks and theories chosen to (i) give students an understanding of organizational structure and action, based on current theory and research, and (ii) help students develop an understanding of the problems associated with change in organizations.

 

Legal aspects on innovation

Review of current regulations and legal issues in intellectual property. Study of laws that help and support of innovative activity as it relates to the protection and implementation in companies or services. How to protect product innovation, process development, production or service. Procedure of legalization of an invention. Rights to the author of the innovation and resources of the operators.

 

Innovation Economy

Innovation and economic growth. Nature of innovation. Incentives to innovate and market failures. “Spillovers” and appropriability. Market structure and innovation. Diffusion of innovations. Public policies to promote innovation. The strategy of a firm is the set of decisions it makes concerning how ot will achieve superior performance, and hence create value for sharholders. The objective is to identify and analyze the sources of profitability available to the firm and develop strategies to access these sources of profitability. Superior performance is primarily the result of building sustainable competitive advantage, which is achieved through deploying internal resources and capabilities to exploit the key success factors within the firm’s industry environment. Thus, the essence of the overall framework is to adress the development and management of internal resources and capabilities in relation to the external nviroment, to achieve competitive advantage.