Overall objectives:

0 - Upon successful completion of this course unit, students should be able to demonstrate the ability to:
1 - Design for evaluation and decision, of a proposed value creation model, justified quantitatively and supported in a synthesis of methodologies and modern theoretical discourses critically revisited;
2 - Reflect on the individual competencies needed to achieve a successful implementation of value creation proposals in future organizational contexts
3 - Critically synthesize and interpret contemporary readings of value creation in order to generate an independent approach for direct application to a specific business context (SME);
4 - Build a vision, through reflection of personal practice, to lead new value creation initiatives in conditions of complexity and organizational uncertainty.

Syllabus:

1 - Value creation in companies: a contemporary approach;
2 - The concept of value creation (value creation and value erosion; combination of resources conducive to value creation; value creation from the shareholder: dynamics and management)
3 - Advanced value chain analysis (analysis of value creation networks; bonding; knowledge networks);
4 - Auditing of value adding models (brand value, leadership style and value creation, value creation through stakeholder input and in turbulent contexts)
5 - Organizational culture as a driver for value creation;
6 - Critique of contemporary approaches to value creation in companies;
7 - Contextualization of the core concepts and practices for value management;
8 - Critical assessment of corporate governance value management (social legitimacy, risk assessment metrics, objectives, financial efficiency).

Literature/Sources:

Allee, V. , 2011 , Value Networks and true nature of collaboration , , Megan-Kiffer Press
Cameron, K. S., Quinn, R., , 2011 , Diagnosing & Changing Organisational Culture , Wiley
Davenport, T. & Harris, S. , 2010 , Analytics At Work , Harvard Business School of Publishing Corp
Aguins, H. , 2012 , Performance Management , Prentice Hall
C. M., Horn M. B., Johnson, C. , 2010 , Disrupting Class : How disruptive innovation will change the way the world learn , Mc Graw Hill
Cokins, G. , 2009 , Performance Management: Integrating Strategy Execution, Methodologies , John Wiley & Sons
De Chernatony, McDonald, E. M. Wallace E. , 2011 , Creating Powerful Brands, , Butterworth Heinemann
Della-Piana, V. , Low, M. & Layman, K, , 2010 , The Business Strategy Audit , San Francisco

Assesssment methods and criteria:

Classification Type: Quantitativa (0-20)

Evaluation Methodology:
The curricular unit is composed of a set of theoretical classes (AT) and theoretical-practical classes (ATP). In the first (AT), the theoretical contents of this (CU) curricular unit will be exposed and discussed by the lecturer (with active participation of the students), while in the second (ATP) cases / situations will be discussed and exercises will be solved related to the processes of value creation in the context of SMEs. Assessment: An exam (50%) and a work (50%). Evaluation Resit: An exam recoverable 100% of the contents taught.