An integrated approach to Corporate Control during an “exceptional” Crisis Period. The Farnese Group case
This paper explores how an unexpected systemic crisis, such as Covid-19, can cause a radical change in the surrounding environment by driving drastic choices and decisions, thereby drastically modifying the ordinary, pre-crisis operative cycle. We undertook a qualitative analysis of, among others, a Group operating in the wine sector under the Made in Italy flag. By analyzing the information subsystem, we acquired knowledge that helped us understand the management subsystem. The latter has various functions, one of which is to help disseminate newly generated knowledge. Furthermore, it helps resolve difficulties and extends beyond these. Our goal was two-fold: to investigate the possibility of creating a symbiotic, synergic integration between the two subsystems that react to changes and to focus on the changes that occurred in the context of the corporate control activities.
Keywords: Control, Covid-19, crisis, human resources, intangibles.
