85462 - Business Strategy and Innovation in Cultural Industries (1) (LM)

Learning outcomes

This course aims to introduce the student to the main strategic issues at the business level, with a particular emphasis on cultural industries. At the end of the course the student knows what is a strategy and how a competitive advantage can be achieved through the analysis of the industry and of the internal resources and capabilities. He understands the importance of business models, including the role of organizational structures and technological innovation. In particular, the student knows the specificities of cultural industries and how these affect strategies. The student is able to define a business strategy and to evaluate a business strategy by situating the business in its context. In particular, the student is able to identify the nature and the sources of the competitive advantage in cultural industries.

Course contents

The course will first provide a general overview on business strategy main concepts and definition. These concepts will be discussed under critical lights by relating them to real world cases. Specific topics regarding the cultural and creative industries will be addressed during the classes, and the boundaries between standard industrial contexts and the cultural ones will be explored in depth.

More speficically, the classes will cover the following topics:

• Introduction: what is a business strategy
• The external perspective on strategy
• The internal perspective on strategy
• Competitive advantage
• Competition analysis
• Partnerships and strategic alliances
• Innovation in cultural and creative industries
• Business models in creative and cultural industries
  
• Intermediation in cultural and creative industries

 

Readings/Bibliography

Attending students:

Dyer, J. H., Godfrey, P. C., Jensen, R. J., & Bryce, D. J. (2020). Strategic Management: Concepts and Cases. John Wiley & Sons. (ch. 1-5, 8, 10, 11)

Khaire, M. (2017). Culture and Commerce: The Value of Entrepreneurship in Creative Industries. Stanford, CA: Stanford University Press. (1, 3-5, 8)

 

Non-attending students:

Dyer, J. H., Godfrey, P. C., Jensen, R. J., & Bryce, D. J. (2020). Strategic Management: Concepts and Cases. John Wiley & Sons. (ch. 1-5, 8, 10, 11)

Khaire, M. (2017). Culture and Commerce: The Value of Entrepreneurship in Creative Industries. Stanford, CA: Stanford University Press. (1-6, 8)

 

Additional reading materials will be given at the beginning of the course

Teaching methods

Frontal lectures. Case study analysis. Class discussions

Assessment methods

Attending Students:

Attending students will be evaluated on the basis of class participation, group assignments on case study, and a written final exam in the form of a short paper.

Evaluation is so composed: 50% exam, 40% assignments, 10% class participation

 

Non-attending students:

Non-attending students will be evaluated on the basis of a written exam composed of 10 multiple choice questions and 2 open questions.

Office hours

See the website of Andrea Carlo Lo Verso