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2026/2027  BA-BISHV1002U  Strategy and Digitalization in International Shipping

English Title
Strategy and Digitalization in International Shipping

Course information
Language English
Course ECTS 7.5 ECTS
Type Elective
Level Bachelor
Duration One Quarter
Start time of the course First Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 75
Study board
Study Board for Global Relations
Programme Bachelor of Science (BSc) in International Shipping and Trade
Course coordinator
  • Michele Acciaro - Department of Strategy and Innovation (SI)
Main academic disciplines
  • Globalisation and international business
  • Strategy
  • Supply chain management and logistics
Teaching methods
  • Blended learning
Last updated on 28-01-2026

Relevant links
Learning objectives
At the end of the course the students should be able to:
  • Explain digitalization as an economic phenomenon and discuss its implications for maritime strategies.
  • Describe and apply fundamental theories of ecosystems, innovation, and platforms in the context of maritime businesses.
  • Analyse how digitalization affects the competitive advantage of international shipping companies, including similarities and differences across market segments.
  • Apply theoretical concepts to empirical cases of digital transformation in the maritime industry in a structured and coherent manner.
  • Critically assess the academic quality, theoretical rigor, and empirical relevance of reports, articles, and assignments related to the digitalization of shipping.
  • Formulate and defend well-reasoned arguments regarding strategic responses to digitalization, demonstrating independent judgment during oral examination.
Prerequisites for registering for the exam (activities during the teaching period)
Number of compulsory activities which must be approved (see section 13 of the Programme Regulations): 3
Compulsory home assignments
During the course 3 pass/not-pass course quizzes will be carried out. Students need to pass at least 2 quizzes to be able to register for the exam.

Oral presentations etc.
The students will present in class on a topic provided by the lecturer. This presentation requires students to summarise literature and expand on course concepts. While the presentation is prepared collaboratively, it also helps ensure that all group members are actively engaged with the materials. Questions related to the course content can be asked after the presentation.
Examination
Strategy and Digitalization in International Shipping:
Exam ECTS 7,5
Examination form Oral exam based on written product

In order to participate in the oral exam, the written product must be handed in before the oral exam; by the set deadline. The grade is based on an overall assessment of the written product and the individual oral performance, see also the rules about examination forms in the programme regulations.
Individual or group exam Individual oral exam based on written group product
Number of people in the group 3-4
Size of written product Max. 15 pages
Assignment type Synopsis
Release of assignment An assigned subject is released in class
Duration
Written product to be submitted on specified date and time.
15 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Grading scale 7-point grading scale
Examiner(s) Internal examiner and second internal examiner
Exam period Autumn
Make-up exam/re-exam
Same examination form as the ordinary exam
Description of the exam procedure

The oral exam follows the submission of a synopsis, which serves as a key component of the evaluation process. The synopsis must be submitted before the exam date, as indicated during the course. Students should ensure they follow instructions on digital exam on group formation and submit their synopsis on-time. The synopsis, written in parallel with the elective, should be prepared collaboratively in groups. However, the oral exam is conducted individually, ensuring that each student demonstrates their understanding and engagement with the material. During the exam, students will be asked a couple of questions, covering both the content of the synopsis and broader topics from the course syllabus.This process encourages students to engage with the course content, synthesize their knowledge, and articulate their insights effectively during the oral examination.

The examination format allows for clear differentiation between levels of achievement in accordance with the 7-point grading scale. Lower grades reflect a basic understanding of key concepts and theories, while higher grades require well-structured and theoretically grounded analysis, coherent application to empirical cases from the maritime industry, and critical reflection demonstrating independent judgment. The individual oral examination ensures that each student’s level of understanding, analytical capability, and critical insight can be assessed separately.
Course content, structure and pedagogical approach

Digitalization is transforming the maritime industry, representing a paradigmatic shift rather than a mere technological innovation. It has the potential to reshape the maritime market fundamentally by altering the economics of information processing, driving integration across multiple dimensions, and enabling new strategic opportunities for businesses.

 

This course explores the digitalization of shipping with a focus on its strategic implications. It examines how organizations respond to the challenges and opportunities presented by digital transformation. Through a combination of lectures, assignments, case studies, and guest lectures from leading companies and institutions, students will gain both theoretical knowledge and practical insights into this transformative process.

 

The course begins by introducing digitalization in shipping as an economic phenomenon, highlighting how shifts in information processing costs have fueled greater integration within the maritime industry. This integration occurs across various dimensions, including the technological connection between sea and shore, the institutional collaboration between public and private entities, the commercial linkages between companies and customers, and the organizational synergy between historical knowledge and real-time decision-making, often mediated through big data and algorithms.

 

Building on this foundation, students will explore fundamental theories related to ecosystems, entrepreneurship, and platforms, which provide a framework for understanding the dynamics of digital transformation in the maritime sector. Finally, the course culminates in the analysis of real-world cases of maritime digitalization, where students apply the concepts and theories discussed to evaluate strategic responses and assess integration opportunities within specific contexts.

 

The course is structured progressively, moving from conceptual understanding to analytical application and critical evaluation, thereby supporting the assessment of different levels of academic performance.

 
Research-based teaching
CBS’ programmes and teaching are research-based. The following types of research-based knowledge and research-like activities are included in this course:
Research-based knowledge
  • Classic and basic theory
  • New theory
  • Teacher’s own research
Research-like activities
  • Discussion, critical reflection, modelling
  • Students conduct independent research-like activities under supervision
Description of the teaching methods
This course is designed to offer an engaging learning experience through a combination of teaching methods. Interactive lectures provide a strong foundation of knowledge, blending theoretical concepts with practical insights to deepen students' understanding of the subject. Group work encourages collaboration and the exchange of diverse perspectives, enabling students to tackle complex challenges and develop teamwork and problem-solving skills essential for real-world scenarios.

Case studies add another layer of depth by presenting students with real-world examples, challenging them to apply what they’ve learned to analyse situations, make strategic decisions, and propose innovative solutions. These cases provide valuable opportunities to bridge theory and practice, enhancing both analytical and critical-thinking skills.

Guest lectures from industry professionals or other thought leaders bring the course to life by offering firsthand insights into current trends, challenges, and opportunities within the field. These sessions provide students with a unique opportunity to engage with experts, ask questions, and learn about cutting-edge developments directly from those shaping the industry.
Feedback during the teaching period
Feedback is provided continuously throughout the course. Students receive formative feedback during lectures, class discussions, quizzes, and group presentations, with a focus on clarifying key concepts and improving analytical and presentation skills. In addition, students receive summative feedback on their written synopsis and individual oral examination, including an explanation of the grade awarded and guidance on strengths and areas for improvement. Students have also the possibility of booking a short meeting with the lecturer.
Student workload
Teaching 38 hours
Class preparation 108 hours
Exam (incl. preparation) 30 hours
Group presentation 30 hours
Expected literature

The following literature has been used in past courses and will be updated before the beginning of the class. 

 

Acciaro, M., Renken, K., & El Khadiri, N. (2020). Technological change and logistics development in European ports. In A. Carpenter & R. Lozano (Eds.), European Port Cities in Transition: Moving Towards More Sustainable Sea Transport Hubs (pp. 73–88). Springer.

 

Andal-Ancion, A., Cartwright, P., & Yip, G. S. (2003). The digital transformation of traditional businesses. MIT Sloan Management Review, 44(4), 34–41.

BCG. (2019). Digital transformation in the shipping industry. Boston Consulting Group. 

 

Berman, S. J. (2016). Digital transformation: Opportunities to create new business models. Strategy & Leadership, 40(2), 16–24.

 

Egloff, C., Sanders, U., Riedl, J., Mohottala, S., & Georgaki, K. (2018). The digital imperative in container shipping. Boston Consulting Group. 

 

Freeman, C., & Louca, F. (2002). As time goes by: From the industrial revolutions to the information revolution. Oxford University Press.

 

Fitzgerald, M., Kruschwitz, N., Bonnet, D., & Welch, M. (2013). Embracing digital technology: A new strategic imperative. MIT Sloan Management Review, 2, 1–12.

 

Futurenautics Maritime, in association with Ericsson. (2017). Waypoint Digital 2017: Digital infrastructure, investment, initiatives, and transformation in the shipping and maritime industry. Futurenautics Ltd.

 

Iversen, M. J., & Bull, J. (2020). Danish shipping in the 21st century: Navigating troubled waters. Palgrave Macmillan.

 

PWC. (2017). The digital transformation of shipping: Opportunities and challenges for Norwegian and Greek shipping companies. 

 

Quitsau, J., Tontara, N., Vöpel, H., Jahn, M., Otto, A., & Wolf, A. (2018). Shipping in an era of digital transformation. Hamburg: Berenberg and HWWI.

 

Saxon, S., & Stone, M. (2017a). Container shipping: The next 50 years. McKinsey & Company – Travel, Transport & Logistics. 

 

Saxon, S., & Stone, M. (2017b). How container shipping could reinvent itself for the digital age. McKinsey & Company – Travel, Transport & Logistics. 

 

Taran, Y., Boer, H., & Lindgren, P. (2015). A business model innovation typology. Decision Sciences, 46(2), 301–331.

 

Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2/3), 172–194.

 

Tellis, G. J., & Golder, P. N. (1996). First to market, first to fail? Real causes of enduring market leadership. MIT Sloan Management Review, 37(2), 65–75.

 

Verdin, P., & Tackx, K. (2015). Are you creating or capturing value? A dynamic framework for sustainable strategy. M-RCBG Associate Working Papers Series, 36. Harvard Kennedy School.

 

Vonck, I. (2017). The impact of maritime digital transformations: Three options to respond to the challenges of digital disruption. Deloitte.
Last updated on 28-01-2026