20273 - PUBLIC MANAGEMENT FOR COMPETITIVENESS
CLMG - M - IM - MM - AFC - CLEFIN-FINANCE - CLELI - ACME - DES-ESS - EMIT - GIO
Course taught in English
Go to class group/s: 31
This course explores the determinants of competitiveness and successful economic development viewed from a bottom-up, micro-level perspective. While sound macroeconomic policies, stable legal and political institutions, and improving social conditions create the potential for competitiveness, wealth is actually created at the microeconomic level. The sophistication and productivity of firms, clusters and the dynamic business environment represent a key variable that governments sustain and support with actions. The course briefly discusses firms' and clusters' strategies and actions to support their competitiveness and then focuses the analysis on the complementary role of governments in making it happen. In addition, it focuses on specific public policies that may have a positive impact on competitiveness as environment and energy policies.
A global framework analyzing the determinants of public management interventions is presented and discussed. This course presents many tools and techniques that public agencies have developed to play an active and key role in the competitiveness arena, efficiently coordinating public resources and actions with firms' and clusters' initiatives. Its distinctive characteristic is that it takes a complementary perspective: the role of government in supporting actions of firms and clusters for competitiveness. Furthermore, it discusses strategies and actions.
The course has been designed both for students interested in corporate strategy and internationalization of firms and clusters, and for students interested in public management for competitiveness, innovation and economic development. Its content bridges between theories of traditional corporate strategy and public management concepts to harmonize the language and to stimulate dialogue between public and private stakeholders interested in a common objective: competitiveness. The presentation of real world case studies further enhances the link between theoretical frames and practical actions.
The final grade is determined by weighting grades for the following components (valid for the 3 exam sessions of the year):
- 30% case study discussions and class participation.
- 30% group project report and presentation.
- 40% final written exam.
- Written exam based on the course pack and the text book material.
Partial exams are not scheduled.
- M. PORTER, On Competition, Harvard Business Review Book, 2008.
Students are requested to read the case study in advance. Discussion questions about each case study in the syllabus are made available in the course pack. Students are asked to prepare the discussion, to turn in brief responses to each case discussion and actively interact in class discussion.