Facoltà di Economia

Lucia LeonelliProf.ssa Lucia Leonelli
Preside della Facoltà

La Facoltà di Economia dell'Università degli Studi di Roma "Tor Vergata" è un centro di formazione e di ricerca di eccellenza, riconosciuto a livello nazionale ed internazionale, ed è costituito da due dipartimenti: Economia e Finanza e Management e Diritto.

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La Facoltà di Economia è costituita dai dipartimenti:

Dipartimento di Economia e Finanza

Prof. Vincenzo Atella
Direttore

Dipartimento di Management e Diritto

Prof.ssa Martina Conticelli
Direttore

Iscrizioni e Trasferimenti

In questa sezione trovi tutte le informazioni di cui hai bisogno per accedere alla nostra offerta formativa (bandi, test di ammissione, borse di studio, residenze e alloggi...)
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Terza Missione

La Facoltà di Economia, da sempre impegnata a favore della crescita del tessuto socioeconomico italiano e nella cooperazione internazionale, declina la sua Terza missione impegnandosi in una ricerca di eccellenza utile a fini produttivi, capace di contribuire all’avanzamento della conoscenza, dei saperi culturali, scientifici e tecnologici atti a migliorare il benessere della società, attraverso una formazione di qualità, la creazione di partnership istituzionali e progetti con le imprese e per il territorio, il supporto della proprietà intellettuale e dell’imprenditorialità, il placement dei propri laureati, la promozione di iniziative volte a garantire sviluppo sostenibile, innovazione sociale, civic engagement e resilienza.

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Info richiesta tesi

Strategic Management/Enterprise Evolution

a.y. 2023/24

Rules for the Thesis Works

Premise: Those students who wish to write their thesis in the Strategic Management/Enterprise Evolution subject are kindly requested to read carefully the following rules. These rules are aimed at fostering a really “dialectical” relationship between the students and their supervisor.

 

1. Theses can be assigned only when the number of remaining exams is 4 (or lower than 4).

2. A thesis can be: a) mostly composed of a literature review; or b) analytical. An analytical thesis is considered, by the supervisor of this subject, as a thesis mostly based on the rigorous collection, processing and interpretation of business data (especially through the case study method). In this subject, only strictly analytical theses can be considered as eligible for recommendation (i.e. segnalazione).

3. The student and her/his supervisor discuss (and hopefully agree) about the topic of the proposed thesis during their first meeting. In this regard, the thesis must always relate to one of the topics taught during the course. The student’s pro-activity in suggesting ideas is greatly appreciated. On this side, exploring the webpage containing the titles of the dissertations completed over time could help.

4. Once the topic of the thesis has been defined, the supervisor will guide the student through the supposed structure of the work (i.e. 3 chapters).

 

Theses completed over the years

(per alphabetical order of the students' surname)

N Name Surname Thesis' Title
 1 Diego Altieri A Co-Evolutionary Perspective on Organizational Strategies: the Hedume Project
2 Sujata Banerjee Defending Corporate Reputation: The Experience of Coca-Cola in India
3 Tala Bdour Collaborative Consumption: A Co-Evolutionary Approach
4 Giorgia Bocchini Behavioral Strategy: What's Hot and What's Not. A Review
5 Maxime Cantineau The Emerging Relationship between Financial and Environmental Performance
6 Lorenzo Cavazza Countervailing the "Liability of Newness" in the Multi-Service Industry: Evidence from Mivra Srl
 7 Marco Cianfanelli What Determines Successful Turnarounds? A Systematic Literature Review
 8 Nicoletta Crea Competitive Advantage in the Natural Gas Market: Evidence from ENI
 9 Jerome De La Chambre The Rise of Patient Centric Networks
10 Diego Diodati Firms, Environments, and Co-Evolution: Evidence from the Metaverse
11 Federica Di Paolo Entrepreneurial Intensity in the Natural Selection Stage: The Case of Solteck Energia
12 Erika Andrea

Dudas

Co-Evolutionary Dynamics in the PC Industry
13 Sandy

El Sabeh

The Organizational Downturn and Turnaround of Starbucks
14 Alessandro 

Fidale

Corporate Reputation and Crisis Management: The RIM Case
15 Bianca

Fioramanti

The Liability of Newness in the Museum Sector: A Case Study Approach
16 Angelica

Gassi

Does Diversification Improve Performance? Evidence from the Luxury Industry
17 Jeffrey

Gaughan

Sustainable Innovation: The Case of Gamma Manager
18 Federico 

Giannetti

The Unicorn and the Evolution of the Species: The Case of Snapchat
19 Valeria

Greco

Competitive Advantage in Mature Industries: The Case of Insurance Companies
20 Alexander

Holst

Product Life Cycle and Competitive Advantage in the Cruise Industry: A Cross-Country Comparison
21 Mirko

Lacaria

The Evolution of the Automobile Industry: A Population Ecology Approach
22 Benedetta

Manca

Countervailing the Liability of Newness: The Case of Unicorns
23 Nicola

Manzari

The Success Factors in Overcoming the Liability of Newness: The Case of NTV-Italo
24 Tommaso

Maroder

Through the Storm: A Comparative Study of Macroeconomic and Corporate Crises
25 Marco

Mazzoni

Risk Analysis in the Internationalization Process of the Italian SMEs
26 Diletta

Meneghello

The Evolution of CG from CSR to ESG following an Italian Perspective: The Brunello Cucinelli Case
27 Federica

Mezzatesta

Overcoming the Liability of Newness through Networks: The Case of Bionike
28 Danilo

Monterosso

New Technological Paradigms in the Automotive Industry? The Case of Electric Cars
29 Matteo

Musci

The Outbreak of a Crisis: Diagnosis and Treatment
30 Massimiliano

Pane

A Narrative Approach to Corporate Crises: Evidence from the Italian Railways’ Industry
31 Francesco

Puzzilli

Liability of Newness, Blockchain and Education: The Case of Instruct
32 Flaminia

Ruiz

The Impact of Top Management Teams during Crisis: The Volkswagen Case
33 Mirco

Sanna

Organizational Evolution and Exaptation: The Fiat-Chrysler Experience
34 Giuseppe

Sportelli

The Ambidexterity Cascade: Evidence from Procter & Gamble
35 Stefano

Tranquilli

Boards of Directors and Corporate Distress: Evidence from the Financial Crisis
36 Alessia

Turco

Countervailing the Liability of Newness in the Life Science Industry: The Case of Probiomics
37 Vincenzo

Uli

Countervailing the Liability of Newness through Organizational Routines. Evidence from the Well-Being Industry
38 Martina

Vaccaro

Behavioral Strategy. A Systematic Literature Review
39 Fabio

Valenza

Countervailing the Start-Ups' "Liability of Newness": Evidence from Starting Finance
40 Mattia

Zeri

The Role of Human Capital in Countervailing the Liability of 
Newness: The blur Group’s Case
41 Jia

Zhong

Corporate Turnaround: Evidence from the Automobile Industry