| Code: | 2GE19 | Acronym: | IBN |
| Keywords | |
|---|---|
| Classification | Keyword |
| OFICIAL | Management Studies |
| Active? | Yes |
| Responsible unit: | Management |
| Course/CS Responsible: | Master in Management |
| Acronym | No. of Students | Study Plan | Curricular Years | Credits UCN | Credits ECTS | Contact hours | Total Time |
|---|---|---|---|---|---|---|---|
| MIM | 45 | Bologna Official Syllabus | 1 | - | 7,5 | 56 | 202,5 |
An increasing complexity of the environment, of knowledge and of competition across increasingly interconnected global markets, is driving firms and organizations.
Faced with this, firms and organizations are led to establish links of various kinds with other actors so as to act collectively and perform competitively. The principal objective is to create, coordinate and control the conditions leading to a more collective development-oriented and efficient environment. With this in mind, participating in, and managing, industrial networks becomes a critical success factor.
Various network forms exist, bringing together actors, firms, institutions and other forms of economic, political and social action: linkage between firms (cluster, districts, territory…), linkage of actors (social networks, business networks, cliques…) and communities of practices (knowledge creation and sharing…).
Know How:
Know-doing:
A. Introduction to the themes of Innovation in Business Networks. The new division of labor and shift I economy. From companies as managerial entities to networks in networks. The role of coordination and control in the global activities.
B. Different kinds and approaches to networks. The notion of Innovation in general. Innovation and Networks.
What does “managing networks and networked practices” mean?
C. Organization and networks. How to coordinate and control in a network from a firm perspective. A model for analyzing and discussing the firms network.
D. Cluster and districts
Presentation and discussion of some experiences in sectors such as Textile and manufacturing equipment.
E. S-C Relationship at the heart of Industrial Marketing Network approaches
Industrial Networks. Origins and characteristics.
F. Different applications of network approaches in Industrial markets (Supply networks, KAM Networks, Project Marketing…).
Collective sessions and case study analyses.
| Designation | Weight (%) |
|---|---|
| Participação presencial | 20,00 |
| Trabalho escrito | 80,00 |
| Total: | 100,00 |
|
|
Individual part of the grade |
Collective part of the grade |
|
Preparation and presentation of reading notes |
- |
20% |
|
Case study n° 1 |
30% |
10% |
|
Case study n° 2 |
30% |
10% |
|
|
60% |
40% |