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Lehrende: Marc Dörlemann; Prof. Dr. Dirk Ulrich Gilbert; Anna-Lena Maier
Veranstaltungsart:
Vorlesung
Anzeige im Stundenplan:
Case Study Shell
Semesterwochenstunden:
3
Credits:
6,0
Unterrichtssprache:
Englisch
Min. | Max. Teilnehmerzahl:
10 | 31
Kommentare/ Inhalte:
This course is offered in the context of the program “Master of International Business and Sustainability” in cooperation with the energy company Royal Dutch Shell to provide students with insights on the practical aspects of strategic management. In the course, students will work on a case study in cooperation with Shell that they will then present to Shell management representatives. In the case study, students will develop future strategies for Shell and implications for its business model.
Some background on this year’s case study:You will take the imaginary role of a team of Shell employees, which is determined to pitch an idea for a pioneer project for sustainable energy to a group of Shell executives. Your task is to develop a concept for this pioneer energy project that makes business sense, but - equally important - it should deliver tangible value to society. The overarching goal is to propose a project that uses the resources and capabilities of Shell to contribute to minimizing the CO2 footprint and the offsetting of carbon emissions of individuals. Areas of interest can cover the ways people live, move, consume goods and energy, or travel. How can an energy company like Shell support a sustainable future with net zero emissions? Based on a thorough analysis you will recommend specific implementation steps. You can expect the executives to challenge you on the decisions you made on the details of your project. So, prepare yourself to justify your choices. You also want to utilize this opportunity to demonstrate to the executives what kind of value Shell can deliver to a variety of stakeholders by the example of the stakeholders that will be touched by your pioneer energy project.
Lernziel:
The following educational objectives shall be reached among others:
- Applying theoretical concepts and instruments of strategic management to the case study
- Developing an increased awareness of the practical challenges in the context of strategic management
- Developing the ability to implement a complex task into a project and to work on and manage the same as a team
Vorgehen:
Given the current restrictions of teaching due to the COVID-19 pandemic, the course is offered digitally only. In general, there will be no classroom teaching activities on campus in the MIBAS program during the fall semester 2020/ 2021.
For further details on organization and technical implementation please check the course description (please always check the latest version – there may be updates from time to time, as this is a new situation for teaching staff as well).
The course is taught in English. It is divided into two units:
The kick-off meeting and formation of groups will take place on Friday, 06 November, 2020, 2 pm – 6 pm, via Zoom (a link will be sent to confirmed participants in due time). During the kick-off meeting, Shell representatives will present the company Royal Dutch Shell and the topic of the case study. There will be sufficient room for discussions and questions. The tutors of the Chair for Business Ethics and Management will give all relevant administrative information and introduce the students to helpful methods for handling the case. Students will then be divided into three to four groups. Furthermore, students will obtain general information as to the group work and expected content of the case study presentation and the paper.
The kick-off will be followed by a phase during which students will prepare both an oral presentation of their case study results and a paper. Both, presentation and paper, are prepared jointly as a group. Students will have the opportunity to have a phone call with Shell representatives once during this period to ask open questions. In addition, supervisors will offer an optional session in which groups can ask questions concerning the methodology. Before the presentation day, the students have to submit a presentation draft to their supervisors and are expected to consider the supervisor’s feedback for the finalization of their presentation. Students will present the results of the case study and discuss these with representatives of Shell management during the presentation day that takes place via Zoom as well on Thursday, 14 January, 2021, 9am – 5 pm. Students will then have time to prepare their papers under consideration of the feedback from the presentation day. The paper needs to be handed in by 28 February, 2021 at the latest.
Literatur:
Kreikebaum, Hartmut/Gilbert, Dirk Ulrich/Behnam, Michael (2018): Strategisches Management, 8th ed., Stuttgart – Berlin – Cologne.
Kutschker, Michael / Schmid, Stefan, (2011): Internationales Management, 7th ed., Munich.
De Wit, Bob (2017): Strategy – An International Perspective, 1st ed., Hampshire.
Johnson, Gerry/Whittington, Richard/Scholes, Kevan/Angwin, Duncan/Regnér, Patrick (2017): Exploring Strategy – Text and Cases, 11th ed., Harlow.
Zusätzliche Hinweise zu Prüfungen:
Students must fulfill the following requirements in order to successfully complete the course:
All students of the same group must work on the case study and prepare a (PowerPoint) presentation. Each group will then give an oral presentation at the meeting held via Zoom (group presentation). Not all students of one group must present, but of course may do so.
Students must contribute to written group work and attain at least grade 4.0.
The paper resulting from the group work shall comprise 20 to 30 pages.
Papers that are not handed in before the expiry of the deadline are considered as failed and may not be completed by a later date.
The final grade is composed as follows: paper 50 %; presentation 50 %.
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