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2022/2023  KAN-CCMVV1454U  The Business & Technology Challenge – Enabling Transformation in Shipping, Trade and Logistics

English Title
The Business & Technology Challenge – Enabling Transformation in Shipping, Trade and Logistics

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Start time of the course Second Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 25
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Morten Tinning - Department of Management, Politics and Philosophy (MPP)
Main academic disciplines
  • Entrepreneurship
  • Innovation
  • Strategy
Teaching methods
  • Blended learning
Last updated on 14-02-2022

Relevant links

Learning objectives
By the end of the course, students should be able to:
  • Apply strategy, innovation and entrepreneurship theory and skills to real-life company scenarios
  • Identify and define a strategic company challenge and the relevant data needed to solve it
  • Create a novel solution (e.g., a new product or service, a business plan) to the identified problems
  • Assess the commercial practicality of the proposed solution
Examination
The Business & Technology Challenge - Enabling Transformation in Shipping, Trade and Logistics:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 15 pages
Assignment type Case based assignment
Duration 2 weeks to prepare
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Winter
Make-up exam/re-exam
Same examination form as the ordinary exam
If the student fails the ordinary exam, the course coordinator chooses whether the student will have to hand in a revised product for the re-take or a new product
Course content, structure and pedagogical approach

“The Business & Technology Challenge” course is an immersive industry study that applies strategy, innovation and entrepreneurship theory and skills to practice in the field of international shipping. The shipping industry and the broader maritime sector are facing severe challenges requiring innovation in governance, business models, and services as well as in the enabling technology of ships and other main assets. The challenges are found in such diverse areas as changes in the geo-economic outlook, the impact of digitalization, economic and social development, and shipping emissions reduction and green transition.

 

The course is organized with a number of classroom sessions leading up to a high-intensive Innovation Sprint, the “CBS-DTU Maritime Business & Technology Summit”, carried out in close collaboration with one or more maritime companies headquartered in Denmark. The aim of this Innovation Sprint is to generate theoretically founded innovation solutions to help the company address the challenges of a complex and fast-changing business environment. A group of selected MSc students from DTU will join the Innovation Sprint and form interdisciplinary teams with the CBS students. Over a period of two weeks, the CBS-DTU teams will identify and evaluate real-life company challenges and options and strive to find a winning solution.

 

The course relies on case-based learning where students are confronted with real-life challenges and company information. The latter includes privileged access to detailed information that could include company strategy, internal organization, company trade data, key financial information, and research and development (R&D) data.

 

Subsequent to the Innovation Sprint, students will apply strategy, innovation and entrepreneurship theory to reflect on the practical feasibility of implementing and scaling up one of the solutions presented by the teams.

 

The course covers topics such as:

  • Key trends and challenges in the international shipping and maritime industry
  • Sustainable development, decarbonization and green shipping transition
  • Innovation and its challenges
  • Technology, business and innovation
  • Opportunity recognition in firms
  • Business model innovation
  • Business planning
  • Shipping company strategies
Description of the teaching methods
A combination of lectures and discussions, case-based teaching, group work in interdisciplinary teams, group presentations and feedback. The course includes an individual project where students will apply strategy, innovation and entrepreneurship theory on a real-life case.
Feedback during the teaching period
Oral feedback on the team presentations at the Innovation Sprint will be given in class. Teachers will provide feedback on academic content, while company representatives will provide oral feedback on the practicality of the presented solutions.
Student workload
Readings and other preparation 123 hours
Lectures and discussions in class 33 hours
Exam 50 hours
Further Information

The course supplements well the courses in the Minor in Maritime Business.

Expected literature

Below are indicative examples of the course readings:

 

  • Baregheh, A., Rowley, J., and Sambrook, s. (2009). Towards a multidisciplinary definition of innovation. Management Decision, 47(8): 1323-1339.
  • Beckert, J. (2016) Innovation - Imaginaries of Technological Futures, chapter 7 in Imagined Futures: Fictional Expectations and Capitalist Dynamics. Harvard University Press. 

  • Bocken, N. M. P., Short, S. W., Rana, P., and Evans, S. (2014). A literature and practice review to develop sustainable business model archetypes. Journal of Cleaner Production, 65: 42-56.
  • Dimov, D. (2007). From opportunity insight to opportunity intention: the importance of person-situation learning match. Entrepreneurship: Theory and Practice, 31(4): 561-584.
  • Kaukiainen, Y. (2012). The Advantages of Water Carriage: Scale Economies and Shipping Technology, c. 1800-2000. In Harlaftis, G., Tenold, S. and Valdaliso, J.M. (eds.)The World's Key Industry - History and Economics of International Shipping. Palgrave MacMillan.
  • Lindman, M.T. (2007). Remarks on the quality of the construction of business concepts. European Business Review, 19(3): 196-215.
  • Global Maritime Forum (2021). Global Maritime Issues Monitor 2021. 
  • Pedersen, T. and H. Sornn-Friese (2015). A Business Model Innovation by an Incumbent Late Mover: Containerization in Maersk Line. In N. J. Foss and T. Saebi (eds.), Business Model Innovation. The Organizational Dimension. London: OUP.
  • Real, K., and Poole, M. S. (2005). Innovation Implementation: Conceptualization and Measurement in Organizational research. Research in Organizational Change and Development, 15: 63-134.
  • Seebode, D., Jeanrenaud, S., and Bessant, J. (2012). Managing Innovation for Sustainability. R&D Management, 42(3): 195-206.
  • Shane, S., and Venkataraman, S. (2000). The promise of entrepreneurship as a field of research. Academy of Management Review, 25(1): 217-226.
  • Shepherd, D. A., J. S. Mcmullen and W. Ocasio (2016). Is that an opportunity? An attention model of top managers’ opportunity beliefs for strategic action. Strategic Management Journal, 38(3): 626-644.
  • Sornn-Friese, H. and D. Arndt (2021). The Maritime Industry in 2030. A Summary of Discussions with Industry. Copenhagen: CBS Maritime.
  • Teece, D. J. (2010). Business Models, Business Strategy and Innovation. Long Range Planning, 43(2-3): 172-194.
  • Welter, F. (2011). Contextualizing Entrepreneurship—Conceptual Challenges and Ways Forward’, Entrepreneurship Theory and Practice 35, no. 1: 165–84.
  • Wadhwani, R. Daniel and Lubinski, C (2017) Reinventing Entrepreneurial History’, Business History Review 91, no. 4 (2017): 767–99.
  • Wolcott, R. C., and Lippitz, M. J. (2007). The Four Models of Corporate Entrepreneurship. MIT Sloan Management Review, 49(1): 75-82.

 

Last updated on 14-02-2022