Info richiesta tesi
General Management/Enterprise Evolution
a.y. 2022/23
Rules for the Thesis Works
(these rules are valid since September, 1st, 2022)
Premise: Those students who wish to write their thesis in the General 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)
3. 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. In this subject, only strictly analytical theses can be considered as eligible for recommendation (i.e. segnalazione).
4. The development of an analytical thesis often implies the student’s direct relationship with one or more firms. In this regard, students should be proactive in the search of appropriate case studies. Eventually, the supervisor can also help. Once the analytical thesis has been completed, the supervisor will approve its final discussion only if its content, especially in terms of data information developed, has been formally approved also by the involved firm(s).
5. 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.
6. 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).
7. Particular reasons (for example, in the case of ERASMUS students) can enable the e-supervising (e.g. through Teams connections). Anyway, the e-supervising ALWAYS happens during the supervisor’s office hours weekly scheduled on the faculty’s website.
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 | Marco | Cianfanelli | What Determines Successful Turnarounds? A Systematic Literature Review |
7 | Nicoletta | Crea | Competitive Advantage in the Natural Gas Market: Evidence from ENI |
8 | Jerome | De La Chambre | The Rise of Patient Centric Networks |
9 | Diego | Diodati | Firms, Environments, and Co-Evolution: Evidence from the Metaverse |
10 | Federica | Di Paolo | Entrepreneurial Intensity in the Natural Selection Stage: The Case of Solteck Energia |
11 | Erika Andrea |
Dudas |
Co-Evolutionary Dynamics in the PC Industry |
12 | Sandy |
El Sabeh |
The Organizational Downturn and Turnaround of Starbucks |
13 | Alessandro |
Fidale |
Corporate Reputation and Crisis Management: The RIM Case |
14 | Bianca |
Fioramanti |
The Liability of Newness in the Museum Sector: A Case Study Approach |
15 | Angelica |
Gassi |
Does Diversification Improve Performance? Evidence from the Luxury Industry |
16 | Jeffrey |
Gaughan |
Sustainable Innovation: The Case of Gamma Manager |
17 | Federico |
Giannetti |
The Unicorn and the Evolution of the Species: The Case of Snapchat |
18 | Valeria |
Greco |
Competitive Advantage in Mature Industries: The Case of Insurance Companies |
19 | Alexander |
Holst |
Product Life Cycle and Competitive Advantage in the Cruise Industry: A Cross-Country Comparison |
20 | Mirko |
Lacaria |
The Evolution of the Automobile Industry: A Population Ecology Approach |
21 | Benedetta |
Manca |
Countervailing the Liability of Newness: The Case of Unicorns |
22 | Nicola |
Manzari |
The Success Factors in Overcoming the Liability of Newness: The Case of NTV-Italo |
23 | Marco |
Mazzoni |
Risk Analysis in the Internationalization Process of the Italian SMEs |
24 | Diletta |
Meneghello |
The Evolution of CG from CSR to ESG following an Italian Perspective: The Brunello Cucinelli Case |
25 | Federica |
Mezzatesta |
Overcoming the Liability of Newness through Networks: The Case of Bionike |
26 | Danilo |
Monterosso |
New Technological Paradigms in the Automotive Industry? The Case of Electric Cars |
27 | Matteo |
Musci |
The Outbreak of a Crisis: Diagnosis and Treatment |
28 | Massimiliano |
Pane |
A Narrative Approach to Corporate Crises: Evidence from the Italian Railways’ Industry |
29 | Francesco |
Puzzilli |
Liability of Newness, Blockchain and Education: The Case of Instruct |
30 | Flaminia |
Ruiz |
The Impact of Top Management Teams during Crisis: The Volkswagen Case |
31 | Mirco |
Sanna |
Organizational Evolution and Exaptation: The Fiat-Chrysler Experience |
32 | Giuseppe |
Sportelli |
The Ambidexterity Cascade: Evidence from Procter & Gamble |
33 | Stefano |
Tranquilli |
Boards of Directors and Corporate Distress: Evidence from the Financial Crisis |
34 | Alessia |
Turco |
Countervailing the Liability of Newness in the Life Science Industry: The Case of Probiomics |
35 | Vincenzo |
Uli |
Countervailing the Liability of Newness through Organizational Routines. Evidence from the Well-Being Industry |
36 | Martina |
Vaccaro |
Behavioral Strategy. A Systematic Literature Review |
37 | Mattia |
Zeri |
The Role of Human Capital in Countervailing the Liability of Newness: The blur Group’s Case |
38 | Jia |
Zhong |
Corporate Turnaround: Evidence from the Automobile Industry |