Course 2024-2025 a.y.

After an introductory lesson aimed at defining the fields of interaction and collaboration between the private and the public sector and the main stakeholders involved in BGR, the course covers the following tipics:

1. Government as business enabler: classes devoted to understand and practice the importance and the levers of the non market environment (and stakeholders) for firms that are trying to shape or to position themselves in the market.
2. Business and government for sustainable development: lessons aimed at understanding the main forms of collaborations to sustain economic and social development;

The course provides also the opportunity to analyse and critically discuss experiences of BGR with Bocconi alumni who will share their professional trajectory, the challenges as well as the future job opportunities of working in BGR.

• Define and to describe the fields of interaction and collaboration between the private and the public, the main stakeholders involved into the BGR, and the reasons that lead to BGR.
• Explain how collaborations between public and private institutions contribute to the feasibility, quality and effectiveness of public policies and to the sustainability of economic and social development.
• Explain how these relations can be effectively managed at the national and international level.

• Design and discuss the levers that firms can use when trying to shape or to position themselves in the non-market.
• Interpret and critically discuss (both individually and in team) experiences of BGR.
• Develop teamwork and public speaking skills.

• Face-to-face lectures
• Guest speaker's talks (in class or in distance)
• Case studies /Incidents (traditional, online)
• Group assignments
• Interactive class activities on campus/online (role playing, business game, simulation, online forum, instant polls)

The course uses lectures and a mix of class discussions, involving also practitioners able to bring to the class concrete examples of BGR experiences, case studies, incidents and simulations. The course will take into consideration both theroretical and real-life experiences that might highlight the reasons and conditions for success - even considering situations of failures that could give a clear understandign of what flow of decisions led to the unexpected (and unwanted) result.

• 40% group work aimed at enhancing and assessing the ability of linking the contents discussed in class with the "real world practices".
• 60% final written exam made of two open questions aimed at assessing :
  • the degree of acquisition of the (theoretical) contents and framework  presented in class and available in the reading material.
  • the critical thinking, i.e. the ability to discuss / comment  empirical cases / situations of BGR management supported and to suggest adequate, sound (from the methodological point of view) and motivated solutions.

45 minutes available - computer based.

Grades concerning the group work are delivered before the written exam.

Attending students will have the possibility to take the final exam in the May, June and in the October session.

100% written exam made of four open questions aimed at assessing:

• the degree of acquisition of the (theoretical) contents and framework  (available in the course materials).
• the critical thinking, i.e. the ability to:
  • discuss / comment  empirical cases / situations of BGR management supported
  • to suggest adequate, sound (from the methodological point of view) and motivated solutions.

60 minutes available - computer based

Baccaro, L. and V.  Mele.  2012 “Pathologies of Path Dependency? The International Labour Organization and the Challenges of New Governance”. Industrial and Labour Relations Review. 65-2 (EXTRACT:pp.200-201).

Wilts and Meyer 2005. Small firm membership in national trade associations. Journal of public affairs (EXTRACT: 176-179)

Bach, David, and David Allen. "What every CEO needs to know about nonmarket strategy." MIT Sloan Management Review 51.3 (2010): 41.

Compagni A., Cavalli L., Jommi C., 2008. Pharmaceutical companies and Italian Regional Governments: Managing relationships in an increasing institutional complexity. Health Policy, 87: 333-341.

Jommi C., Otto M., Armeni P., De Luca C., (2012), Market access management by pharmaceutical companies in a complex environment: The Italian case study. Journal of Medical Marketing 2012

Brammer S., Walker H., Sustainable procurement in the public sector: An international comparative study, International Journal of Operations & Production Management 31(4):452-476 · March 2011. 

Mergel, I., Ganapati, S. and Whitford, A.B. (2021), Agile: A New Way of Governing. Public Admin Rev, 81: 161-165. https://doi.org/10.1111/puar.13202

Rothgang et al. “Cluster policy: insights from the German leading edge cluster competition” Journal of Open Innovation: Technology, Market, and Complexity (2017) 3:18

Westhues and Einwiller Corporate Foundations: Their Role for Corporate Social Responsibility

Working doc: A Guide to corporate Foundations. Charity Commission, UK Government (pp.4-11)

Hazlewood, P. (2015). Global Multi-stakeholder Partnerships: Scaling up public-private collective impact for the SDGs (Background Paper 4). World Resources Institute.

Baccaro, L. and V. Mele V. 2011 “For lack of anything better. International organizations and global corporate codes”. Public Administration. 89(2).

UN-business partnerships. A handbook. Extract. Partnerships models (pp.38-59).