Parte I: Obiettivi, risorse e gestione del Dipartimento 
Sezione A - Obiettivi di ricerca del Dipartimento
Mission Statement
The Department of Management, Economics and Industrial Engineering (DIG in the following) aims “to create and share knowledge at the intersection between technology, management and policy”.
DIG brings together faculty members of the Politecnico di Milano in the fields of Management, Economics and Industrial Engineering. At present, DIG includes academics specialized in different disciplines relevant to its mission and values: Management Engineering (ING-IND 35), Industrial Mechanical Plants (ING-IND/17), Economics (SECS-P/01), Economic Policy (SECS-P/02), Econometrics (SECS-P/05), Operational Research (MAT/09), Informatics (INF/01), Political Science (SPS/04) and Administrative Law (IUS/10).
This mission is pursued through:
• Excellent research: The Department aims to contribute to the production and dissemination of new and original knowledge in its core fields by adopting a systemic and multi-disciplinary perspective, combining management, industrial engineering and economic theories in different technological and social domains. Such activity is performed at a global level by participating in international scientific communities and partnerships of excellence, together with other departments of the Politecnico.
• Top quality education: The Department aims to increase human capital by educating and training responsible future leaders, capable of assuming key managerial and technical roles and of making the difference in the global landscape in both private and public sectors.
• Serving the community: The Department aims to establish stable and valuable relationships and to create joint activities with companies, public institutions and other organizations in order to promote sustainable growth of the Italian and European economic systems.
Values
The key values on which the foundation of the department are built are strongly rooted in the Politecnico di Milano culture. DIG shares with the other Departments of our University the core values of Integrity, Respect and Expertise. In addition, our activity is inspired by a problem solving mind-set, a passion for technology and innovation and the predilection for engaging and collaborative approaches.
• Problem-solving mind-set: We believe that a clear orientation to problems and problem-solving is necessary to conduct creative and innovative research and to address the complex managerial, technological and social challenges of today's world. While we draw from a wide range of disciplinary backgrounds and practice different scholarly fields, the engineering approach plays a special role in our research activities and is a distinctive feature of our Department with respect to other schools of management and engineering.
• Technology and innovation: We consider technology and innovation as key components of value creation, processes and organizations in both the private and public sectors. The production of industrially relevant technological innovation goes hand in hand with innovation in business models, industrial solutions, engineering and managerial practices and organizational structures and processes.
• Engaging and collaborative approach: together with other Departments of the Politecnico, we are committed to contributing to the quality of society, particularly with respect to sustainability and innovation. We seek corporate connections and institutional partnerships, as they are the means by which we support effective knowledge transfer to the communities of practitioners, policy makers and society at large.
Aims
DIG aims to consolidate its role as a point of reference at the national level for research and education in management, economics and industrial engineering domains, while increasing its reputation and positioning at a global level.
In this respect, it will:
• Stand out in research by exploiting its belonging to a technical university and leveraging on an extensive network of universities, research centres, companies and public organizations at a global level.
• Be a leader in education through an end-to-end portfolio offered to the community, including BSc, MSc, PhD and postgraduate education.
• Be an international organization attracting a continuously increasing number of faculty members, staff and students from abroad.
• Contribute to making the difference in society through its research and alumni.
DIG Research: Approach and Scope
Research is a crucial element in the mission of DIG. Scientific research plays a key role in generating new knowledge, enhancing the level of teaching and providing the basis on which to establish effective relationships with the corporate world, policy makers and society at large.
Research at DIG has the challenging goal of being at the same time rigorous and relevant. This means that DIG's research is aimed at both producing excellent and original scientific knowledge and contributing to the development and dissemination of original knowledge, managerial and engineering paradigms, technologies and policies to answer key societal challenges.
DIG's approach to research is characterized by:
• Multidisciplinarity: research exploits the differentiated and rich knowledge base and competencies available in the Department, combining the foundations of the engineering approach with managerial, industrial and economics approaches. For the future, DIG plans to further increase the multidisciplinary approach of research by fostering cross-departmental projects and collaborations and taking advantage of the broader knowledge available at Politecnico.
• Multiple methodologies: in order to pursue the diverse and challenging research objectives and issues, multiple and mutually reinforcing methodologies are used, ranging from survey and econometric analyses to experimental methods, quantitative modelling, simulation, system engineering and design, case studies, action learning and collaborative research.
• Leveraging on networks: research projects take advantage of broad and growing collaboration networks with companies, agencies and authorities both in Italy and in Europe, as well as with leading research institutions worldwide. The strategic aim for the future is to further increase the international exposure of DIG researchers and to develop international projects and partnerships.
Research at DIG is organized in Research areas and Research lines.
• Research areas refer to disciplinary competences developed over the years at DIG in the three broad fields of Management, Applied Economics and Industrial Engineering. These can be seen as the cultural assets of the Department. Research in the disciplinary areas is aimed at deepening specialized knowledge in the different fields and at developing particular research paradigms, approaches, methodologies aligned with the specificities of the discipline.
• Research lines consist of multidisciplinary research activities and represent the future research directions on which DIG intends to concentrate research effort. They address significant emerging issues and challenges related to the need to increase the competitiveness and attractiveness of economic and industrial systems and to improve social well-being. Research lines draw on the knowledge of research areas and integrate them to approach complex, scientifically challenging issues of great practical relevance.
This configuration stemmed from an internal process of revision and reorganization (2011-12) of research fields aimed at better identifying strengths and priorities that led to the identification of the three research areas (Management, Applied Economics and Industrial Engineering) and ten research lines, inspired by the guidelines of Horizon2020. Academic research is not formally organised into Research Centres or similar, even though there is a well-established informal grouping of researchers according to our main topics of research. This informal organisation provides great flexibility to our research and stimulates cross-area research projects and collaboration.
The Research Areas
Research is developed within the three broad fields of Management, Applied Economics and Industrial Engineering.
The Management Research Area is concerned with the study of management and innovation in companies, financial institutions and Public Administrations from a strategic and organizational point of view.
Researchers in the area of Applied Economics make use of economic theory and models to study problems arising in the industrial, international, financial, innovation and entrepreneurship domains. Investigations into these realms are conducted at multiple levels of analysis, including firms, industries, countries, individuals, public administrations and non‐profit organizations.
The Industrial Engineering Research Area addresses the strategies, methodologies and techniques for planning, design, modelling, construction, operation, maintenance, processing and disposal of industrial plants, infrastructures and production systems of goods and services.
The 10 Research lines
• Manufacturing for Industrial Leadership, developing technology, strategies and the organisation to promote welfare in Europe through new centrally based manufacturing.
• Supply Chain Management for Sustainable and Global Business, developing competitive and sustainable supply chains for a better society.
• Risk Governance and Business Resilience, which addresses complexity and uncertainty in systems and organisations.
• Managing ICT for Business, Industry, Government and Society, drawing on use of information and communication technologies leading to more competitive companies, better public services and a more sustainable and inclusive society.
• Energy Management, Policy and Economics, which focuses on research towards a more secure, clean and efficient energy.
• Public Service Innovation, which studies institutional and organisational changes for a better society and a more competitive economy.
• Health Care Management, focusing on models, tools and policies for improving the sustainability, efficiency and safety of healthcare organisations and their clinical outcome.
• Open and Collaborative Innovation, which studies how to manage strategy, organisation, technologies and communities to improve firms' innovation performance through an open and collaborative innovation approach.
• High-Growth Entrepreneurial Ventures and SMEs, which studies how to finance and promote the creation of entrepreneurial ventures and how to manage innovation and high growth in SMEs.
• Fostering Competitiveness of National and Local Systems, focusing on the promotion of the competitiveness of local and Italian systems through internationalisation and innovation.
DIG produces excellent research that is published in high quality international journals and in many cases recognized as top-quality at an international level. At the same time, DIG research is relevant in practice at both national and international level. Many extremely successful practice-oriented research projects are carried out as well as numerous technology-transfer activities.
DIG Research: Objectives and Improvement Actions
After a thorough review of the activities carried out and results obtained in the previous year, DIG decided to set the following research objectives, which present evident overlaps and develop positive synergies among them:
O.1) Full compliance with ethical principles in research
A code specifying rules of conducts in research was recently developed. The code states all the principles and operating rules that ought to be strictly followed by every single component of the research staff within the department, in line with the objectives and the values of the Department. Such a code has to become the cornerstone of the DIG's research spirit. All the actions leading to the improvement of the knowledge and the enhancement of the awareness of the research staff and reducing the likelihood of possible non-compliances will be fostered.
Specific aim(s):
- Assure that research is performed at DIG in compliance with ethical rules of conduct (consistent with the University Strategic Plan 2011-16; line n. 1). Indicator: percentage of newly employed personnel informed; number of non-compliances.
O.2) Continuous improvement of research outcome
The quality and quantity of the research output of research has to be constantly monitored and benchmarked with respect to international top-tier research institutes, in line with the objectives and the values of the Department. All the actions incentivising research staff to the improvement of their research output, and, in particular, to the enhancement of its quality and its societal impact will be fostered.
Specific aim(s):
- Reduce the number of inactive research personnel (consistent with the University Strategic Plan 2011-16; line n. 1). Indicator: decrease of the number of inactive personnel.
- Increase the time that DIG's personnel devote to research (line n. 1). Indicator: increase of the number of hours devoted to research by DIG personnel.
- Increase of the scientific quality of the publications of DIG's personnel (line 1). Indicators: increase of the number of articles published in journals classified as Q1 by Scopus or Q1/Q2 by ISI; increase of the number of articles published in top quality journals; increase of the number of DIG personnel that publish in high quality journals (as defined above); increase of the number of DIG personnel with editorial responsibility in prominent scientific journals.
- Increase of the interaction and collaboration between different researches groups at DIG, to promote multidisciplinary research. The same applies to collaborations with other Departments of Politecnico (line n. 1 & 3). Indicator: increase of the number of papers co-authored by personnel active in different scientific areas; increase of the number of research projects co-developed by personnel active in different scientific areas; increase of the number of courses co-developed by personnel active in different scientific areas.
- Promoting policies and measures aimed at improving the visibility and dissemination of DIG's research among practitioners, policy makers and society at large, through the organization of seminars, workshops and scientific conferences and through symbolic prizes (line n. 2). Indicator: increase of the number of practitioner-oriented events; increase of the number of articles published in the press and in practitioner-oriented journals; increase of media coverage.
- Promoting practice-oriented research and collaborations with national and international firms and governmental bodies (line n. 2). Indicator: amount of funds for practice-oriented research.
- Promoting timely and effective transfer of the results of DIG's research to teaching at all levels, including post-graduate and executive education (line n. 2 & 3). Indicator: increase of innovation of the programmes; increase in the assessment of the courses; increase in the number of students.
O.3) Young Crew In-take and Development
As the department firmly recognizes the value of the young crew in the development and improvement of present and future research outcome, special attention and effort will be devoted to the in-take process and development process of those research prospects. In particular:
Young Crew In-take - The departmental PhD Programme (DRIG) gives a relevant contribution to research activities and allows students to build a solid methodological background, promoting the development of multi-disciplinary knowledge, used to address problems that cross the boundaries between engineering and management. During the past five years, DRIG has clearly increased its international dimension, due in part to a greater participation of foreign students and the internationalization of DRIG Faculty. The department aspiration is to enrol more and more foreign students each year and to continue in improving the level of quality of the incoming students.
Young Crew Development - For the development of the young crew, a mentorship programme (additional to the PhD Programme in the case of the PhD students) has been recently designed. The latter will take place at two different levels: PhD students and early career researchers (Junior Faculty). The main purpose is to provide a full and comprehensive support in the development of their research CVs. A mentor (chosen among the member of the core faculty) will be appointed for each individual.
Specific aim(s):
- Further development of the DRIG Doctoral Program (consistent with the University Strategic Plan 2011-16; line n. 1, 2 & 3). Indicator: increase of the number of DRIG graduates who get job in high-quality academic institutions, and prominent public or private organizations; time taken to find a job after graduation.
- Promoting the professional development of early career researchers (junior faculty) (consistent with the University Strategic Plan 2011-16; line n. 1, 2 & 3). Indicator: number of early career researchers enrolled in the mentoring program; increase in the indicators of quality research outcome by members of the mentoring program as indicated in point 5.2.
O.4) Internationalization
In line with its objectives and values, DIG values particularly research in an international working environment. Today, DIG already has an acceptable level of internationalization, especially as far as the number of foreign PhD students and the amount of international research projects are concerned. For the future, DIG is seeking to increase its international exposure. DIG has decided that the first priority for the development of international faculty will be the development of post-doc roles, taking into due consideration the peculiarity of the Italian university system. For senior positions, visiting professors are preferred, both taking their sabbatical year and appointed for teaching purposes. The department will economically support this internalization plan by maintaining an internationalization fund.
Specific aim(s):
- Promoting the internationalization of the Faculty of DIG, with special reference to young research fellows in an early stage of their academic career (post-docs and assistant professors) and visiting professors (consistent with the University Strategic Plan 2011-16; line n. 1). Indicators: increase of the number of permanent international faculty; increase of the number of visiting faculty in; increase of the number of visiting faculty out; increase of the number of incoming non-national PHD students.
- Increase of the internationalization of the research output (line n. 1). Indicator: increase of the number of papers in ISI or Scopus journals co-authored with international faculty, increase of the numbers of EU/International Projects; increase in the number of DIG Faculty invited by foreign institutions as keynote speaker.
- Promoting the international visibility of DIG, encouraging the organization of seminars, workshops and scientific conferences (lines 1 & 3). Indicator: number of seminars, workshops and scientific conferences organized by DIG.
O.5) Research Funding
DIG research is funded from public sources and by private institutions or individuals. Public funding comes both from Central Government and external public bodies. Despite the limited and progressively reduced amount of resources transferred by Central Government as a consequence of spending reviews, public funding needs to be increased leveraging the ability of DIG of attracting external funding, especially from EU projects and private sources. This positive trend in external funding should be maintained in the future, through the capability of attracting grants and sponsorship that we have built up over recent years and the general commitment of all DIG personnel in seeking external resources to support their research.
Specific aim(s):
- Consolidation of DIG's ability to raise funds from and collaborate with the private sector and governmental institutions, by improving this capability in a larger number of DIG's personnel (consistent with the University Strategic Plan 2011-16; line n. 1 & 3). Indicator: amount of contract research (in Euro); number of DIG's personnel involved in contract research.
To pursue such research objectives, and aware of its weaknesses (ref. Section B3), DIG decided to implement the following improvement actions:
A.1. Introduction in DIG's organization of the role of Deputy Dean for Research with the aim of favouring the increase of the quality of research performed at DIG.
Monitoring foreseen in: 2014 (yearly).
A.2. Introduction of the ethical code for research and its widespread diffusion among DIG's personnel
Monitoring foreseen in: 2014 (yearly).
A.3. Design of an articulated incentive system aimed at favouring the increase of the quality of the publications of DIG's personnel and of the relevance of DIG's research as reflected by its impact on practitioners, policy makers and society at large.
Monitoring foreseen in: 2015 (yearly).
A.4. Reorganization of the administrative duties of DIG's personnel, with the design of a suitable incentive system and more effective use of staff.
Monitoring foreseen in: 2016.
A.5. Consolidation of the DRIG Doctoral Program with the closer monitoring of PhD students' achievement of “milestones” and the reorganization of teaching, with special emphasis being given to research methods and soft research skills.
Monitoring foreseen in: 2014 (yearly).
A.6. Development of a mentoring program for early career researchers (Junior Faculty).
Monitoring foreseen in: 2015.
A.7. Funding internationalization of the Faculty.
Monitoring foreseen in: 2014 (yearly).
A.8. Consolidation of DIG's ability to raise funds from and collaborate with the private sector and governmental institutions, by improving this capability in a larger number of DIG's personnel.
Monitoring foreseen in: 2014 (yearly).
In the figure proposed in the ANNEX, the expected impact of such improvement actions on research objectives is shown.
[ANNEX]
The expected impact of such improvement actions on research objectives.
Pdf inserito: visualizza
The Department of Management, Economics and Industrial Engineering (DIG in the following) aims “to create and share knowledge at the intersection between technology, management and policy”.
DIG brings together faculty members of the Politecnico di Milano in the fields of Management, Economics and Industrial Engineering. At present, DIG includes academics specialized in different disciplines relevant to its mission and values: Management Engineering (ING-IND 35), Industrial Mechanical Plants (ING-IND/17), Economics (SECS-P/01), Economic Policy (SECS-P/02), Econometrics (SECS-P/05), Operational Research (MAT/09), Informatics (INF/01), Political Science (SPS/04) and Administrative Law (IUS/10).
This mission is pursued through:
• Excellent research: The Department aims to contribute to the production and dissemination of new and original knowledge in its core fields by adopting a systemic and multi-disciplinary perspective, combining management, industrial engineering and economic theories in different technological and social domains. Such activity is performed at a global level by participating in international scientific communities and partnerships of excellence, together with other departments of the Politecnico.
• Top quality education: The Department aims to increase human capital by educating and training responsible future leaders, capable of assuming key managerial and technical roles and of making the difference in the global landscape in both private and public sectors.
• Serving the community: The Department aims to establish stable and valuable relationships and to create joint activities with companies, public institutions and other organizations in order to promote sustainable growth of the Italian and European economic systems.
Values
The key values on which the foundation of the department are built are strongly rooted in the Politecnico di Milano culture. DIG shares with the other Departments of our University the core values of Integrity, Respect and Expertise. In addition, our activity is inspired by a problem solving mind-set, a passion for technology and innovation and the predilection for engaging and collaborative approaches.
• Problem-solving mind-set: We believe that a clear orientation to problems and problem-solving is necessary to conduct creative and innovative research and to address the complex managerial, technological and social challenges of today's world. While we draw from a wide range of disciplinary backgrounds and practice different scholarly fields, the engineering approach plays a special role in our research activities and is a distinctive feature of our Department with respect to other schools of management and engineering.
• Technology and innovation: We consider technology and innovation as key components of value creation, processes and organizations in both the private and public sectors. The production of industrially relevant technological innovation goes hand in hand with innovation in business models, industrial solutions, engineering and managerial practices and organizational structures and processes.
• Engaging and collaborative approach: together with other Departments of the Politecnico, we are committed to contributing to the quality of society, particularly with respect to sustainability and innovation. We seek corporate connections and institutional partnerships, as they are the means by which we support effective knowledge transfer to the communities of practitioners, policy makers and society at large.
Aims
DIG aims to consolidate its role as a point of reference at the national level for research and education in management, economics and industrial engineering domains, while increasing its reputation and positioning at a global level.
In this respect, it will:
• Stand out in research by exploiting its belonging to a technical university and leveraging on an extensive network of universities, research centres, companies and public organizations at a global level.
• Be a leader in education through an end-to-end portfolio offered to the community, including BSc, MSc, PhD and postgraduate education.
• Be an international organization attracting a continuously increasing number of faculty members, staff and students from abroad.
• Contribute to making the difference in society through its research and alumni.
DIG Research: Approach and Scope
Research is a crucial element in the mission of DIG. Scientific research plays a key role in generating new knowledge, enhancing the level of teaching and providing the basis on which to establish effective relationships with the corporate world, policy makers and society at large.
Research at DIG has the challenging goal of being at the same time rigorous and relevant. This means that DIG's research is aimed at both producing excellent and original scientific knowledge and contributing to the development and dissemination of original knowledge, managerial and engineering paradigms, technologies and policies to answer key societal challenges.
DIG's approach to research is characterized by:
• Multidisciplinarity: research exploits the differentiated and rich knowledge base and competencies available in the Department, combining the foundations of the engineering approach with managerial, industrial and economics approaches. For the future, DIG plans to further increase the multidisciplinary approach of research by fostering cross-departmental projects and collaborations and taking advantage of the broader knowledge available at Politecnico.
• Multiple methodologies: in order to pursue the diverse and challenging research objectives and issues, multiple and mutually reinforcing methodologies are used, ranging from survey and econometric analyses to experimental methods, quantitative modelling, simulation, system engineering and design, case studies, action learning and collaborative research.
• Leveraging on networks: research projects take advantage of broad and growing collaboration networks with companies, agencies and authorities both in Italy and in Europe, as well as with leading research institutions worldwide. The strategic aim for the future is to further increase the international exposure of DIG researchers and to develop international projects and partnerships.
Research at DIG is organized in Research areas and Research lines.
• Research areas refer to disciplinary competences developed over the years at DIG in the three broad fields of Management, Applied Economics and Industrial Engineering. These can be seen as the cultural assets of the Department. Research in the disciplinary areas is aimed at deepening specialized knowledge in the different fields and at developing particular research paradigms, approaches, methodologies aligned with the specificities of the discipline.
• Research lines consist of multidisciplinary research activities and represent the future research directions on which DIG intends to concentrate research effort. They address significant emerging issues and challenges related to the need to increase the competitiveness and attractiveness of economic and industrial systems and to improve social well-being. Research lines draw on the knowledge of research areas and integrate them to approach complex, scientifically challenging issues of great practical relevance.
This configuration stemmed from an internal process of revision and reorganization (2011-12) of research fields aimed at better identifying strengths and priorities that led to the identification of the three research areas (Management, Applied Economics and Industrial Engineering) and ten research lines, inspired by the guidelines of Horizon2020. Academic research is not formally organised into Research Centres or similar, even though there is a well-established informal grouping of researchers according to our main topics of research. This informal organisation provides great flexibility to our research and stimulates cross-area research projects and collaboration.
The Research Areas
Research is developed within the three broad fields of Management, Applied Economics and Industrial Engineering.
The Management Research Area is concerned with the study of management and innovation in companies, financial institutions and Public Administrations from a strategic and organizational point of view.
Researchers in the area of Applied Economics make use of economic theory and models to study problems arising in the industrial, international, financial, innovation and entrepreneurship domains. Investigations into these realms are conducted at multiple levels of analysis, including firms, industries, countries, individuals, public administrations and non‐profit organizations.
The Industrial Engineering Research Area addresses the strategies, methodologies and techniques for planning, design, modelling, construction, operation, maintenance, processing and disposal of industrial plants, infrastructures and production systems of goods and services.
The 10 Research lines
• Manufacturing for Industrial Leadership, developing technology, strategies and the organisation to promote welfare in Europe through new centrally based manufacturing.
• Supply Chain Management for Sustainable and Global Business, developing competitive and sustainable supply chains for a better society.
• Risk Governance and Business Resilience, which addresses complexity and uncertainty in systems and organisations.
• Managing ICT for Business, Industry, Government and Society, drawing on use of information and communication technologies leading to more competitive companies, better public services and a more sustainable and inclusive society.
• Energy Management, Policy and Economics, which focuses on research towards a more secure, clean and efficient energy.
• Public Service Innovation, which studies institutional and organisational changes for a better society and a more competitive economy.
• Health Care Management, focusing on models, tools and policies for improving the sustainability, efficiency and safety of healthcare organisations and their clinical outcome.
• Open and Collaborative Innovation, which studies how to manage strategy, organisation, technologies and communities to improve firms' innovation performance through an open and collaborative innovation approach.
• High-Growth Entrepreneurial Ventures and SMEs, which studies how to finance and promote the creation of entrepreneurial ventures and how to manage innovation and high growth in SMEs.
• Fostering Competitiveness of National and Local Systems, focusing on the promotion of the competitiveness of local and Italian systems through internationalisation and innovation.
DIG produces excellent research that is published in high quality international journals and in many cases recognized as top-quality at an international level. At the same time, DIG research is relevant in practice at both national and international level. Many extremely successful practice-oriented research projects are carried out as well as numerous technology-transfer activities.
DIG Research: Objectives and Improvement Actions
After a thorough review of the activities carried out and results obtained in the previous year, DIG decided to set the following research objectives, which present evident overlaps and develop positive synergies among them:
O.1) Full compliance with ethical principles in research
A code specifying rules of conducts in research was recently developed. The code states all the principles and operating rules that ought to be strictly followed by every single component of the research staff within the department, in line with the objectives and the values of the Department. Such a code has to become the cornerstone of the DIG's research spirit. All the actions leading to the improvement of the knowledge and the enhancement of the awareness of the research staff and reducing the likelihood of possible non-compliances will be fostered.
Specific aim(s):
- Assure that research is performed at DIG in compliance with ethical rules of conduct (consistent with the University Strategic Plan 2011-16; line n. 1). Indicator: percentage of newly employed personnel informed; number of non-compliances.
O.2) Continuous improvement of research outcome
The quality and quantity of the research output of research has to be constantly monitored and benchmarked with respect to international top-tier research institutes, in line with the objectives and the values of the Department. All the actions incentivising research staff to the improvement of their research output, and, in particular, to the enhancement of its quality and its societal impact will be fostered.
Specific aim(s):
- Reduce the number of inactive research personnel (consistent with the University Strategic Plan 2011-16; line n. 1). Indicator: decrease of the number of inactive personnel.
- Increase the time that DIG's personnel devote to research (line n. 1). Indicator: increase of the number of hours devoted to research by DIG personnel.
- Increase of the scientific quality of the publications of DIG's personnel (line 1). Indicators: increase of the number of articles published in journals classified as Q1 by Scopus or Q1/Q2 by ISI; increase of the number of articles published in top quality journals; increase of the number of DIG personnel that publish in high quality journals (as defined above); increase of the number of DIG personnel with editorial responsibility in prominent scientific journals.
- Increase of the interaction and collaboration between different researches groups at DIG, to promote multidisciplinary research. The same applies to collaborations with other Departments of Politecnico (line n. 1 & 3). Indicator: increase of the number of papers co-authored by personnel active in different scientific areas; increase of the number of research projects co-developed by personnel active in different scientific areas; increase of the number of courses co-developed by personnel active in different scientific areas.
- Promoting policies and measures aimed at improving the visibility and dissemination of DIG's research among practitioners, policy makers and society at large, through the organization of seminars, workshops and scientific conferences and through symbolic prizes (line n. 2). Indicator: increase of the number of practitioner-oriented events; increase of the number of articles published in the press and in practitioner-oriented journals; increase of media coverage.
- Promoting practice-oriented research and collaborations with national and international firms and governmental bodies (line n. 2). Indicator: amount of funds for practice-oriented research.
- Promoting timely and effective transfer of the results of DIG's research to teaching at all levels, including post-graduate and executive education (line n. 2 & 3). Indicator: increase of innovation of the programmes; increase in the assessment of the courses; increase in the number of students.
O.3) Young Crew In-take and Development
As the department firmly recognizes the value of the young crew in the development and improvement of present and future research outcome, special attention and effort will be devoted to the in-take process and development process of those research prospects. In particular:
Young Crew In-take - The departmental PhD Programme (DRIG) gives a relevant contribution to research activities and allows students to build a solid methodological background, promoting the development of multi-disciplinary knowledge, used to address problems that cross the boundaries between engineering and management. During the past five years, DRIG has clearly increased its international dimension, due in part to a greater participation of foreign students and the internationalization of DRIG Faculty. The department aspiration is to enrol more and more foreign students each year and to continue in improving the level of quality of the incoming students.
Young Crew Development - For the development of the young crew, a mentorship programme (additional to the PhD Programme in the case of the PhD students) has been recently designed. The latter will take place at two different levels: PhD students and early career researchers (Junior Faculty). The main purpose is to provide a full and comprehensive support in the development of their research CVs. A mentor (chosen among the member of the core faculty) will be appointed for each individual.
Specific aim(s):
- Further development of the DRIG Doctoral Program (consistent with the University Strategic Plan 2011-16; line n. 1, 2 & 3). Indicator: increase of the number of DRIG graduates who get job in high-quality academic institutions, and prominent public or private organizations; time taken to find a job after graduation.
- Promoting the professional development of early career researchers (junior faculty) (consistent with the University Strategic Plan 2011-16; line n. 1, 2 & 3). Indicator: number of early career researchers enrolled in the mentoring program; increase in the indicators of quality research outcome by members of the mentoring program as indicated in point 5.2.
O.4) Internationalization
In line with its objectives and values, DIG values particularly research in an international working environment. Today, DIG already has an acceptable level of internationalization, especially as far as the number of foreign PhD students and the amount of international research projects are concerned. For the future, DIG is seeking to increase its international exposure. DIG has decided that the first priority for the development of international faculty will be the development of post-doc roles, taking into due consideration the peculiarity of the Italian university system. For senior positions, visiting professors are preferred, both taking their sabbatical year and appointed for teaching purposes. The department will economically support this internalization plan by maintaining an internationalization fund.
Specific aim(s):
- Promoting the internationalization of the Faculty of DIG, with special reference to young research fellows in an early stage of their academic career (post-docs and assistant professors) and visiting professors (consistent with the University Strategic Plan 2011-16; line n. 1). Indicators: increase of the number of permanent international faculty; increase of the number of visiting faculty in; increase of the number of visiting faculty out; increase of the number of incoming non-national PHD students.
- Increase of the internationalization of the research output (line n. 1). Indicator: increase of the number of papers in ISI or Scopus journals co-authored with international faculty, increase of the numbers of EU/International Projects; increase in the number of DIG Faculty invited by foreign institutions as keynote speaker.
- Promoting the international visibility of DIG, encouraging the organization of seminars, workshops and scientific conferences (lines 1 & 3). Indicator: number of seminars, workshops and scientific conferences organized by DIG.
O.5) Research Funding
DIG research is funded from public sources and by private institutions or individuals. Public funding comes both from Central Government and external public bodies. Despite the limited and progressively reduced amount of resources transferred by Central Government as a consequence of spending reviews, public funding needs to be increased leveraging the ability of DIG of attracting external funding, especially from EU projects and private sources. This positive trend in external funding should be maintained in the future, through the capability of attracting grants and sponsorship that we have built up over recent years and the general commitment of all DIG personnel in seeking external resources to support their research.
Specific aim(s):
- Consolidation of DIG's ability to raise funds from and collaborate with the private sector and governmental institutions, by improving this capability in a larger number of DIG's personnel (consistent with the University Strategic Plan 2011-16; line n. 1 & 3). Indicator: amount of contract research (in Euro); number of DIG's personnel involved in contract research.
To pursue such research objectives, and aware of its weaknesses (ref. Section B3), DIG decided to implement the following improvement actions:
A.1. Introduction in DIG's organization of the role of Deputy Dean for Research with the aim of favouring the increase of the quality of research performed at DIG.
Monitoring foreseen in: 2014 (yearly).
A.2. Introduction of the ethical code for research and its widespread diffusion among DIG's personnel
Monitoring foreseen in: 2014 (yearly).
A.3. Design of an articulated incentive system aimed at favouring the increase of the quality of the publications of DIG's personnel and of the relevance of DIG's research as reflected by its impact on practitioners, policy makers and society at large.
Monitoring foreseen in: 2015 (yearly).
A.4. Reorganization of the administrative duties of DIG's personnel, with the design of a suitable incentive system and more effective use of staff.
Monitoring foreseen in: 2016.
A.5. Consolidation of the DRIG Doctoral Program with the closer monitoring of PhD students' achievement of “milestones” and the reorganization of teaching, with special emphasis being given to research methods and soft research skills.
Monitoring foreseen in: 2014 (yearly).
A.6. Development of a mentoring program for early career researchers (Junior Faculty).
Monitoring foreseen in: 2015.
A.7. Funding internationalization of the Faculty.
Monitoring foreseen in: 2014 (yearly).
A.8. Consolidation of DIG's ability to raise funds from and collaborate with the private sector and governmental institutions, by improving this capability in a larger number of DIG's personnel.
Monitoring foreseen in: 2014 (yearly).
In the figure proposed in the ANNEX, the expected impact of such improvement actions on research objectives is shown.
[ANNEX]
The expected impact of such improvement actions on research objectives.
Pdf inserito: visualizza
Sezione B - Sistema di gestione
The Department of Management, Economics and Industrial Engineering (DIG) brings together faculty members of the Politecnico di Milano in the fields of Management, Economics and Industrial Engineering.
The Department today includes 79 faculty members specialized in different disciplines, 224 PhD Students and Research Fellows, 21 staff members. Faculty is not organized in formal research units, though several informal research groups exist (for further details please refer to Section B1b).
In order to expand education to post-graduate level, the Department established from its inception a strong partnership with MIP - Politecnico di Milano (a joint venture comprising Politecnico and private companies), which was formalized in 2003 with the creation of the School of Management. MIP – Politecnico di Milano employs about 80 staff and professionals managing and promoting training activities at the post-graduate level (MBAs, EMBAs, Specialized Masters, Executive Education and Corporate Programmes).
Moreover, DIG includes some technical and administrative staff. They are organized into 4 areas: accounting and administration (6.5 FTE), Director and Faculty support staff (6.63 FTE), teaching activity support staff (2.6 FTE) and ICT and facility management (2 FTE). Staff is managed by a Department Manager.
Hereafter, we report a description of the main authorities existing and mechanisms taking place within the department. For a detailed description of the authorities and powers with the department, please refer to the Annex “Regulation of the Department – Jan 11th 2013” (“Regolamento di Dipartimento – 11 Gennaio 2013”).
The core element of the School is the DIG Council. It is composed of full professors, associate professors, assistant professors, representatives of the technical and administrative personnel and PhD students. Every three years, the Council elects the Director of the School from among the full professors, and he or she will govern the School for the next three years.
The Director of the Department reports directly to the Rector of the University and is supported by the Executive Board in the management of current operations.
The Executive Board is composed of the Director, the Vice-Director, six other professors elected by the DIG Council, the President of the BSc and MSc programmes, the Coordinator of the PhD Programme, the MIP President and the Department Manager. The Director may appoint a maximum of two Deputy Directors with specific responsibilities (in the present body Research and Internationalisation).
Three consulting bodies exist:
- the Scientific Committee, made up of all the full professors of the Department, for recruitment decisions and policies;
- the Advisory Board, made up of corporate and academic members from all over the world, for long-term strategies; and
- the management committee, made up of Director, Vice Director, Department Manager e Administrative Manager, for administrative and operative duties.
The PhD Programme is managed by a Coordinator, who is member of the Executive Board, supported by two other faculty members. He/she is responsible for courses, assignments and evaluation committees across the whole Doctoral Programme.
The overall decision-making process of DIG is structured in two levels:
- The Rector of Politecnico di Milano together with the Academic Senate
- The Director of the DIG together with the Executive Board and the DIG Council
Politecnico di Milano, through its Rector, defines the strategic guidelines for the whole University. The University also sets quality and standard criteria for both research and education.
DIG defines its own strategic priorities coherently with those of the University, and the DIG Director and Executive Board have full autonomy in making further decisions and in managing all related activity. A Management Committee supports Executive Board activities.
The Director will therefore discuss guidelines and specific implementation plans within the Executive Board. All major topics are then presented to the DIG Council for discussion, eventual modification and formal approval, the Council being, by statute, the sovereign decision-making body. For key strategic issues and policies, the Director also relies on the Scientific Committee, which advises the Director and the Executive Board. Once the DIG Council has approved the proposals, the Director and the Executive Board are responsible for their implementation. The long-term strategies and goals for DIG are also periodically submitted to the Advisory Board for an external independent assessment.
Pdf inserito: visualizza
The Department today includes 79 faculty members specialized in different disciplines, 224 PhD Students and Research Fellows, 21 staff members. Faculty is not organized in formal research units, though several informal research groups exist (for further details please refer to Section B1b).
In order to expand education to post-graduate level, the Department established from its inception a strong partnership with MIP - Politecnico di Milano (a joint venture comprising Politecnico and private companies), which was formalized in 2003 with the creation of the School of Management. MIP – Politecnico di Milano employs about 80 staff and professionals managing and promoting training activities at the post-graduate level (MBAs, EMBAs, Specialized Masters, Executive Education and Corporate Programmes).
Moreover, DIG includes some technical and administrative staff. They are organized into 4 areas: accounting and administration (6.5 FTE), Director and Faculty support staff (6.63 FTE), teaching activity support staff (2.6 FTE) and ICT and facility management (2 FTE). Staff is managed by a Department Manager.
Hereafter, we report a description of the main authorities existing and mechanisms taking place within the department. For a detailed description of the authorities and powers with the department, please refer to the Annex “Regulation of the Department – Jan 11th 2013” (“Regolamento di Dipartimento – 11 Gennaio 2013”).
The core element of the School is the DIG Council. It is composed of full professors, associate professors, assistant professors, representatives of the technical and administrative personnel and PhD students. Every three years, the Council elects the Director of the School from among the full professors, and he or she will govern the School for the next three years.
The Director of the Department reports directly to the Rector of the University and is supported by the Executive Board in the management of current operations.
The Executive Board is composed of the Director, the Vice-Director, six other professors elected by the DIG Council, the President of the BSc and MSc programmes, the Coordinator of the PhD Programme, the MIP President and the Department Manager. The Director may appoint a maximum of two Deputy Directors with specific responsibilities (in the present body Research and Internationalisation).
Three consulting bodies exist:
- the Scientific Committee, made up of all the full professors of the Department, for recruitment decisions and policies;
- the Advisory Board, made up of corporate and academic members from all over the world, for long-term strategies; and
- the management committee, made up of Director, Vice Director, Department Manager e Administrative Manager, for administrative and operative duties.
The PhD Programme is managed by a Coordinator, who is member of the Executive Board, supported by two other faculty members. He/she is responsible for courses, assignments and evaluation committees across the whole Doctoral Programme.
The overall decision-making process of DIG is structured in two levels:
- The Rector of Politecnico di Milano together with the Academic Senate
- The Director of the DIG together with the Executive Board and the DIG Council
Politecnico di Milano, through its Rector, defines the strategic guidelines for the whole University. The University also sets quality and standard criteria for both research and education.
DIG defines its own strategic priorities coherently with those of the University, and the DIG Director and Executive Board have full autonomy in making further decisions and in managing all related activity. A Management Committee supports Executive Board activities.
The Director will therefore discuss guidelines and specific implementation plans within the Executive Board. All major topics are then presented to the DIG Council for discussion, eventual modification and formal approval, the Council being, by statute, the sovereign decision-making body. For key strategic issues and policies, the Director also relies on the Scientific Committee, which advises the Director and the Executive Board. Once the DIG Council has approved the proposals, the Director and the Executive Board are responsible for their implementation. The long-term strategies and goals for DIG are also periodically submitted to the Advisory Board for an external independent assessment.
Pdf inserito: visualizza
Schede inserite da questa Struttura
| N. | Nome gruppo | Responsabile scientifico/Coordinatore | Num.Componenti (compreso il Responsabile) | Altro Personale |
|---|---|---|---|---|
| 1. | Applied Economics | MASELLA Cristina | 41 | |
| 2. | Industrial Engineering | MASELLA Cristina | 119 | |
| 3. | Management | MASELLA Cristina | 134 |
Schede inserite da altra Struttura (tra i componenti risultano persone afferenti a questa Struttura).
| N. | Nome gruppo | Responsabile scientifico/Coordinatore | Num.Componenti (compreso il Responsabile) | Altro Personale |
|---|
Nessuna
Informazioni non pubbliche
Informazioni non pubbliche
Sezione C - Risorse umane e infrastrutture
Quadro C.1 - Infrastrutture
Laboratori del Dipartimento di Ingegneria Gestionale
Laboratorio di Gestione della Manutenzione (LGM) - ASSET MANAGEMENT LAB
Laboratorio RFID Solution center
Pdf inserito: visualizza
Pdf inserito: visualizza
No record found
Ad uso esclusivo della struttura (inserite dalla Struttura)
| N. | Nome | Sito web | Numero di monografie cartacee | Numero di annate di riviste cartacee | Numero di testate di riviste cartacee |
|---|
In condivisione con altre strutture (inserite dall'Ateneo)
| N. | Nome | Sito web | Numero di monografie cartacee | Numero di annate di riviste cartacee | Numero di testate di riviste cartacee |
|---|---|---|---|---|---|
| 1. | Servizi Bibliotecari di Ateneo | http://www.biblio.polimi.it/ | 511.000 | 98.431 | 1.100 |
Quadro C.2 - Risorse umane
-
- Prof. Ordinari [29]
-
- Prof. Associati [17]
-
- Ricercatori [27]
-
- Assistenti [0]
-
- Prof. Ordinario r.e. [0]
-
- Straordinari a t.d. [1]
-
- Ricercatori a t.d. [5]
-
- Assegnisti [126]
-
- Dottorandi [101]
-
- Attiv. didattica e di ricerca [0]
-
- Specializzandi [0]
Professori Associati
Situazione al 31/12/2013 ricavata dagli archivi Miur-Cineca (docenti/loginmiur certificati dall'Ateneo) aggiornati al 16/03/2015 15:56.
| N. | Cognome | Nome | Qualifica | Area Cun | Area Vqr | SSD |
|---|---|---|---|---|---|---|
| 1. | ARNABOLDI | Michela | Professore Associato confermato | 09 | 09 | ING-IND/35 |
| 2. | BUGANZA | Tommaso | Professore Associato non confermato | 09 | 09 | ING-IND/35 |
| 3. | CAGNO | Enrico | Professore Associato confermato | 09 | 09 | ING-IND/17 |
| 4. | CALABRESE | Antonio | Professore Associato confermato | 09 | 09 | ING-IND/17 |
| 5. | CANIATO | Federico Francesco Angelo | Professore Associato non confermato | 09 | 09 | ING-IND/35 |
| 6. | CARIDI | Maria | Professore Associato confermato | 09 | 09 | ING-IND/17 |
| 7. | CARON | Franco | Professore Associato confermato | 09 | 09 | ING-IND/17 |
| 8. | CIGOLINI | Roberto | Professore Associato confermato | 09 | 09 | ING-IND/17 |
| 9. | GIOVANNINI | Michele | Professore Associato non confermato | 12 | 12 | IUS/10 |
| 10. | GIUDICI | Giancarlo | Professore Associato confermato | 09 | 09 | ING-IND/35 |
| 11. | GRILLI | Luca | Professore Associato confermato | 09 | 09 | ING-IND/35 |
| 12. | MACCARRONE | Paolo | Professore Associato confermato | 09 | 09 | ING-IND/35 |
| 13. | MAGGIOLINI | Piercarlo | Professore Associato confermato | 09 | 09 | ING-IND/35 |
| 14. | RONCHI | Stefano | Professore Associato confermato | 09 | 09 | ING-IND/35 |
| 15. | TAJOLI | Lucia | Professore Associato confermato | 13 | 13 | SECS-P/01 |
| 16. | TOLETTI | Giovanni | Professore Associato confermato | 09 | 09 | ING-IND/35 |
| 17. | TRUCCO | Paolo | Professore Associato confermato | 09 | 09 | ING-IND/17 |
Personale di ruolo
| Area Amministrativa | 0 |
|---|---|
| Area Servizi Generali e Tecnici | 0 |
| Area Socio - Sanitaria | 0 |
| Area Tecnica, Tecnico - Scientifica ed Elaborazione dati | 0 |
| Area Biblioteche | 0 |
| Area Amministrativa - Gestionale | 0 |
| Area Medico - Odontoiatrica e Socio - Sanitaria | 0 |
| Area non definita | 0 |
Personale con contratto a tempo determinato
| Area Amministrativa | 1 |
|---|---|
| Area Servizi Generali e Tecnici | 0 |
| Area Socio - Sanitaria | 0 |
| Area Tecnica, Tecnico - Scientifica ed Elaborazione dati | 0 |
| Area Biblioteche | 0 |
| Area Amministrativa - Gestionale | 1 |
| Area Medico - Odontoiatrica e Socio - Sanitaria | 0 |
| Area non definita | 0 |