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Found documents: 688
Donato Masciandaro

Trump and the Monroe Doctrine 2.0: between political dominance and monetary instability

“The Monroe Doctrine is a big deal, but we've superseded it by a lot, by a real lot. They now call it the Donroe doctrine.” These were Donald Trump’s words, spoken just hours after the Maduro operation in Venezuela. Leaving aside yet another demonstration that modesty is hardly the defining virtue of the current occupant of the White House, what does this mean? In December 1823, President Monroe, ...

Gianluca Meloni, Daniele Astrella

Rethinking Risk Assessment: A Systemic Approach to Risk Measurement

Company management, understood as the balanced governance of the relationship between risk and return, is not a new topic, although it has evolved dramatically over time. While from a traditional perspective, this relationship was mainly interpreted in economic and financial terms, with the development of corporate governance models, the concept of return has gradually broadened to encompass a company’s ...

Alessandro Antonini, Ilaria Buonomo

Job crafting: redesigning work to unlock individual potential

In the context of modern organizations, the concept of job crafting represents one of the most advanced and promising developments in the field of role redesign. It is an approach that places the individual at the center as an active agent in shaping their own role, moving beyond both the rigidity of traditional job descriptions and the top-down logic of organizational change. Job crafting is not ...

Niccolò Todaro, Emilia Filippi, Andrea Pontiggia, Duccio Tosi, Francesco Testa

From research to practice: game-based learning for knowledge transfer

Introduction In recent years, the impact – and thus the vital nature – of effective knowledge transfer between academia and the real world has been the focus of increasing attention from scholars (e.g., Wickert et al., 2021). While management research aims to generate valuable insights, a persistent challenge lies in embedding this knowledge into organizations in ways that foster change in managerial ...

Enrico Della Gatta

Why defence has become a key sector for the markets

For a long time, defence was perceived almost exclusively as a state cost, and in certain cultural circles even as an unproductive expense, a taboo to be confined to the margins of public and economic debate. Yet the defence of the community has always represented a pillar of society: it reflects collective fears and priorities, but above all the ability to organize resources and technologies in the ...

Gianmarco Ottaviano

Digital trade: who sets the rules in the absence of a global agreement?

The Ministerial Conference of the World Trade Organization is the summit that periodically brings together the trade ministers of member countries and represents the institution’s highest decision-making body. The latest took place at the end of March in Yaoundé, in Cameroon, and marked something more than a negotiating impasse. Among the central dossiers was the so-called moratorium on customs ...

Donato Masciandaro

Banks: yes to simplification, no to deregulation

“Caesar I was”, and “from within the laws I drew out the excess and the vain ”. Thus does the Supreme Poet had Emperor Justinian speak, suggesting the compass that should guide the Union in reforming banking regulation and supervision: simplification. It is a suggestion that the finance ministers of the European Union have decided to heed. Economic analysis confirms that simplification would ...

Maria Carmela Ostillio, Antonella Di Lazzaro

Beyond the Festival: Sanremo as cultural infrastructure and brand platform

To observe the Sanremo Festival still means confronting a media object that is difficult to place within the traditional categories of television entertainment. For a few days each year, the Festival suspends the fragmentation of the contemporary media experience and recomposes a rare form of collective attention, one that cuts across age groups, cultural competencies, and consumption practices. Sanremo ...

Angelo Cavallo, Federico Frattini, Tommaso Canonici

Persistent growth: why expanding is no longer enough

A recent scientific study shows that only 15% of the companies that exhibited high growth in 1985 were able to sustain it for at least thirty years. McKinsey reached the same conclusion in a study examining the performance of the world’s 5,000 largest companies. In particular, the study found that the median corporate growth rate was 2.8% (considering the ten years prior to Covid), and that only ...

Marco Sampietro

More projects, less time: why managing them well makes all the difference

If we were to reduce to the bare essentials the kind of activities organizations carry out—all organizations—we could simply say: processes and projects. In some organizations, the process component is predominant: think of producers of fast-moving consumer goods, banks, or energy utilities. In others, the project component is more relevant: think of plant engineering companies, software developers, ...