Is it the first time you are entering this system? Use the following link to activate your id and create your password. The General Management course is structured in two modules and aims to bring to first-year master students direct field experience about the competitive relationship between companies and their external environment and how their business process are managed, as well as how the digital technologies are transforming their key business processes.

On this premise, the data below summarize the yearly evaluation achieved by the course of General Management over the years. In particular, how does it work? How do firms survive, adapt and evolve? And how do the mechanisms of co-evolution between firms, markets and country systems work? Although the contribution of Darwinism to understanding how firms and country-systems evolve remains controversial to date, a number of heterogeneous research perspectives have been developed within the enterprise evolution research and teaching fields.

In this regard, key attention will be devoted to strategic decision making in both the stages of natural and competitive selection. Making Judgments: At the end of the module, students will have gained the skills to evaluate the sustainability of firms as competitive forces at different stages of their life cycle.

Learning Skills: At the end of the module, students will have learnt to critically analyze competition through a "theory and practice" mixed approach.

Towards an Integrative CoEvolutionary Framework

Mainly research led, the Enterprise Evolution module will include not only a theoretical approach, but also a strong practitioner input, through:. The teaching approach will be also cross-disciplinary for more than one aspect, with elements drawn from biology and psychology constituting one of the distinctive features.

On this premise, on October, 24thth,Dr. Stephen Dobson, Leeds University, will perform two guest lectures, whose content is summarized below. This lecture and workshop explores the value of creativity and innovation and how to promote, foster, harness and manage it.

Within a societal context entrepreneurship is presented as offering the potential to be a transformative force. Entrepreneurialism in this context refers to a mode of urban governance which embraces a greater level of shared responsibility and partnerships in the development of cities.

The General Management course aims at providing students with the key competences for understanding the main competitive challenges that corporations face to date. The course is composed of two intertwined modules. Entitled Enterprise Evolution, Module I, on the hand, mainly explores the competitive relationship between enterprises and their external environment.

Entitled Digital Transformation Management, Module II, on the other hand, mostly focuses on business process management, looking at its characteristics and at the impact of digital transformation. On this premise, the data below summarize the yearly evaluation achieved by the course of General Management overall, i. How does competition work? The teaching approach is also cross-disciplinary for more than one aspect, with elements drawn from biology and psychology constituting a distinctive feature e.

What Comes Next? Co-Evolving Heuristics? Teaching NotesTexmat, Rome. Entitled Enterprise EvolutionModule I, on the hand, mainly explores the competitive relationship between corporations and their external environment. Although the contribution of Darwinism to understanding how firms and country-systems evolve remains controversial to date, a number of heterogeneous research perspectives have been developed within the organizational evolution research and teaching fields.

At the end of the module, the students:. These topics will be taught through an approach which is also cross-disciplinary for more than one aspect, with elements drawn from biology and psychology constituting a distinctive feature e. Module I Enterprise Evolution.

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III, Keeney R.Academic journal article International Journal of Management. This research examines the relationship between corporate governance and corporate performance through the findings of an empirical longitudinal investigation of public utilities listed on the Italian Stock Exchange The data for the measurement of the corporate governance variables are taken from the latest edition of the Italian Preda Code of Best Governance Practices The results are not conclusive.

Specifically, whereas most relationships with the performance variables were statistically significant, different relationships were found between the same corporate governance variables and different indicators of performance.

These 'conflicting' findings suggest that further research is needed for the impact of corporate governance practices on the performance of firms to be fully understood.

What is the relationship, if any, between corporate governance and performance? Does the enhancement of "good" corporate governance practices effectively improve the profitability of firms? Corporate governance has become a topic of considerable interest in management studies Aguilera and Jackson, Nowadays, scholars are particularly interested in improving the comprehension of the possible relationship between corporate governance and corporate performance, with particular attention to listed firms.

Despite the high commitment over the past decade, conclusive results on this relationship are still missing in the literature e. With this research, we aim at contributing to fill this gap through the findings of an empirical longitudinal analysis regarding the population of the Italian public utilities listed on the Italian Stock Exchange ISE between January, 1st, and December, 31", Choosing this kind of population can result particularly significant for our goals.

In fact, at general level, it is of common knowledge that the performance of public utilities has always been playing a pivotal role as far as the overall competitiveness of most of the nations worldwide is concerned. Furthermore, at country level, over the last twenty years the governance and management of the Italian public utilities have been affected by a number of organizational and legislative changes, such as the liberalization and privatization processes e.

In particular, we mainly derive the corporate governance variables from Hie most up-to-dated edition of Hie Italian Preda Code of Best Governance Practices : i number of non- executive and independent directors within the board; ii CEO duality; iii board size;?? Our results on the investigated relationship are not wholly conclusive and this seems to support those theses which argue that understanding the real impact of corporate governance practices on the performance of firms still needs further improvement.

On the one hand, most of the performance variables result statistically significant at single level. On the other hand, most of these variables present conflicting relationships if associated with the same variable of corporate governance. An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while. Read preview. Introduction What is the relationship, if any, between corporate governance and performance?

Bigham The Macmillan Company, Read preview Overview. ZERO Profitability. We use cookies to deliver a better user experience and to show you ads based on your interests. By using our website, you agree to the use of cookies as described in our Privacy Policy.Skip to search form Skip to main content You are currently offline.

Some features of the site may not work correctly. Abatecola Published Purpose — Why and how do cognitive distortions in managerial decision making occur? All organizations are imperfect systems Katz and Khan,with wrong decisions often just round the corner.

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As a consequence, addressing these important questions continues to be particularly lively in the management development area, especially in terms of its intended contribution to the de-biasing activity. Save to Library. Create Alert. Launch Research Feed. Share This Paper.

Figures and Tables from this paper. Figures and Tables. References Publications referenced by this paper. Interpreting corporate crises: Towards a co-evolutionary approach. View 1 excerpt, references background. Research Feed. View 2 excerpts, references background. View 2 excerpts, references methods. Untangling self-reinforcing processes in managerial decision making.

Co-evolving heuristics? View 3 excerpts, references background and methods. The effect of cognitive diversity on the illusion of control bias in strategic decisions: An experimental investigation.

View 1 excerpt, references methods. Breaking the frame: an analysis of strategic cognition and decision making under uncertainty.

Highly Influential. Bias in strategic initiative continuance decisions: framing interactions and HRD practices. View 3 excerpts, references background.Login or Join. Which executive profiles currently govern the construction value chain?

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Addressing this lively research question is the key point of our article and it appears central to scholars, practitioners, and policymakers interested in project management in general, and construction and real estate in particular.

For this reason, we draw from Upper Echelons Theory in studying the executive profiles of important firms currently active in Italy. Our statistical analysis shows that, although homogeneity substantially regards the executive's gender, age, and level of education, heterogeneity is associated more with his or her functional background. We thus prospect some conceptual and methodological avenues for further analyses in this challenging area of research. W hich executive profiles currently govern the construction value chain?

Addressing this research question represents the key point of our article. In particular, as explained in this introduction, filling an extant knowledge gap associated with this question is central to scholars, practitioners, and even policymakers interested in project management in general, and construction and real estate in particular.

We know that construction has always represented one of the most relevant industries for the global economy, with a tremendous impact, among others, on macro-monetary policies on an international level. In this regard, for example, we should remember that construction has played a key role in determining the most recent contraction of the gross domestic product worldwide.

Further, we should also remember that the most vivid origins of the current financial crisis can be mostly ascribed to the burst of the housing bubble in the United States between and Moreover, and taking the specific research question behind this article into account, particular attention is merited by the recent development, also in this journal, of the research avenue associated with governance and career development in construction.

There is no doubt that, to date, fostering this last avenue appears to be a key aspect not only from a research point of view, but also on business and regulatory levels, at least in Europe. In fact, we know that one of the five thematic priorities currently established by the ongoing European regulatory reform, labeled the Construction Action Plan, is specifically that of improving the human-capital basis of the construction value chain, which is also associated with the understanding of executive profiles in this chain.

Conversely, it currently leaves much room for improvement in terms of frameworks adopted, methods applied, and geographical areas observed. This is also chiefly why we think that the results of the analysis, which we explain in this article, can contribute to this fast-growing research avenue.

Darwinism, organizational evolution and survival: key challenges for future research

Specifically, our work observes important firms who were active in in the Italian construction value chain, with a specific focus on scanning some pivotal socio-demographic features of their most relevant executives.

The rationale behind our work and the remainder of the article are set out as follows. In the second section we explain our conceptual approach to the research. As we detail, this perspective has mainly suggested the study of the experiences, values, and cognitive bases of a firm's dominant coalition as a potentially powerful predictor of the firm's strategic behavior and performance. On this basis, over time, this perspective has defined the use of specific socio-demographic features of dominant coalitions as rather reliable proxies of the constructs mentioned above.

Furthermore, as this constitutes one of the various linking pins within our analysis, this perspective to date considers the development of studies on executive profiling, especially outside the United States, as one of the most relevant avenues within its field.

Thus, in the third section we devote attention to highlighting the specific methods of our study deriving from the conceptual approach adopted. As introduced, the theoretical framework on which our analysis is built stems from the evolving development of the management studies around Upper Echelons Theory UETas proposed by Hambrick and Mason in As we explain in this section, the conceptual and methodological evolution of UET over time, and especially among its current research trends, suggests the use of this perspective as particularly appropriate to the kinds of analyses such as those performed in our work.

As also summarized by Hambrick about 20 years later, the central idea of the UET seminal framework is based on two intertwined assumptions: 1 a firm's dominant coalition i.

In this regard, they argue that strategic decisions are a typical example of complex decisions, characterized by the bounded rationality of the decision makers, multiple—and not rarely conflicting—goals and numerous alternatives.

Thus, they maintain, a behavioral approach would be necessary to decrypt the rationale behind these choices. On this premise, Hambrick and Mason also build their model on the basis of two additional and connected beliefs, which, as we explain in the second part of this theoretical framework, have fostered various research avenues over time. The first belief is that the focus on all the members of a firm's dominant coalition, rather than only on one, for example, its chief executive officer CEOor only a few of them, appears as more appropriate to explaining the firm's strategic behavior and associated performance.

The rationale behind this belief is the idea that a firm's governance is a complex activity in which a fundamental role is played not only by the personal characteristics at a single level of the members of the dominant coalition, but also by the overall result of the interaction between these characteristics. As we will demonstrate later, however, the analyses evolving under UET lenses over time have, at least partially, deviated from this belief which is particularly important for the goal of our work.

The second belief is that the socio-demographic features of the above-mentioned members could be used as rather valid proxies of their cognitive bases.Skip to search form Skip to main content You are currently offline. Some features of the site may not work correctly. Publications Citations Highly Influential Citations Follow Author Claim Author Page. Author pages are created from data sourced from our academic publisher partnerships and public sources.

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Purpose — The purpose of the article is to contribute to the debate on organizational adaptation by providing both scholars and practitioners with reasoned observations as to where this research … Expand. View via Publisher. Research Feed. Interpreting corporate crises: Towards a co-evolutionary approach. Abstract Managing corporate crises has always been a topic of interest in the evolving research about futures, especially as far as recent literature about scenario planning is concerned.

Dealing … Expand. Darwinism, organizational evolution and survival: key challenges for future research. How do social organizations evolve?How do social organizations evolve?

How do they adapt to environmental pressures? What resources and capabilities determine their survival within dynamic competition? We discuss key themes in the organizational evolution research that have emerged in recent years.

These include the increasing adoption of the co-evolutionary approach, with a particular focus on the definition of appropriate units of analysis, such as routines, and related challenges associated with exploring the relationship between co-evolution, re-use of knowledge, adaptation, and exaptation processes. We then introduce the three articles that we have finally accepted in this Special Issue after an extensive, multi-round, triple blind-review process. We briefly outline how each of these articles contributes to understanding among scholars, practitioners and policy makers of the continuous evolutionary processes within and among social organizations and systems.

Although the potential contribution of Darwinism to our understanding of how not only biological organisms e. Laland et al. There is a need to build solid conceptual foundations for the various strands of research that either directly use evolutionary approaches or conduct co-evolutionary studies with little reference to related evolutionary principles.

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We argue that evolutionary theory offers the unique possibility to study the multi-level, longitudinal and systemic nature of organizational change. This innovative track aims to build on a constantly growing body of evolution-based research within a wide range of disciplines such as management, organization, entrepreneurship and innovation, economic geography, philosophy and psychology. Organizational evolutionists acknowledge that both common features and differences exist in how organisms and organizations behave.

At the same time, they share a common belief that various assumptions constituting the nature of the evolutionary approach can serve as a research method particularly appropriate not only to the scientific community, but also to the practice of business, for understanding the many challenges faced by social organizations and economies. Examples include the studying of global phenomena such as the current financial crisis; the different rates of organizational birth and infant death worldwide; the competition or integration between social systems, national and international communities; the diverse adoption of technological innovation, and even the way through which culture, beliefs, values and norms diffuse.

In particular, differently from many of the mainstream traditional approaches to management and organization theory, organizational evolutionists maintain that the aforementioned phenomena cannot be properly accounted for through focusing on organizations, or their environments, as stand-alone, single and static units of investigation. Moreover, they believe that multi-level, dynamic, co-evolutionary narratives can better inform management and organizations as they move forward to face the challenges of an ever-increasing turbulent global economy.

In this editorial article, we first discuss key themes in the organizational evolution research that have emerged in recent years. We then introduce the three articles in this Special Issue, which we have selected after an extensive, multi-round, triple blind-review process. In this regard, we briefly outline how each of these articles can contribute to the understanding of scholars, practitioners, and policy makers of the continuous adaptation and evolutionary processes within and among social organizations and systems.

Our search of the Business Source Complete database in September provided interesting and exciting evidence about the significant diffusion of the co-evolutionary approaches within the management domain over time. More importantly, articles i. In this regard, while some scholars e.

Astley and Van de Ven ; Bedeian ; Bourgeois ; Cafferata; Hrebiniak and Joyce ; Levinthal; Price and Shaw ; Whittington have offered innovative conceptual explanations of this relationship, others have conducted seminal empirical analyses, especially in the pottery Langtonmanufacturing Lawless and Finch ; McCarthy ; McCarthy et al. Generally speaking, co-evolution is, to date, mostly conceptualized as the effect of the dynamic process of combination between strategic pro-activity and environmental boundaries e.

Breslin ; Cafferata a ; Child et al.Cited by: Benaim, Mickael, Patel, Pankaj C. Jasper Grashuis, Abatecola, Gianpaolo, What comes next? Cited by: Paola M. Richard J. Arend, Kiruba Nagini R. Answers from the literature ," International Entrepreneurship and Management JournalSpringer, vol. A literature review on the characteristics of banks' board of directors ," International Journal of Business Governance and EthicsInderscience Enterprises Ltd, vol.

GianPaolo Abatecola, Matteo Cristofaro, Shvetsova, Francesco Ricciotti, Pushyarag N. Rodrigues, Gianpaolo Abatecola, Martina Fromhold-Eisebith, More information Research fields, statistics, top rankings, if available.

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