Managing Agile Organisation and People

This document discusses the importance of managing agile organisations and people, with a focus on Royal Dutch Shell. It covers topics such as the four forms of organisational agility, dynamic forces influencing competitive position, and the importance of practical human resource planning. The subject is Business Management.

Running head: MANAGING AGILE ORGANISATION AND PEOPLE
MANAGING AGILE ORGANISATION AND PEOPLE
Name of the Student:
Name of the University:
Author note:

1MANAGING AGILE ORGANISATION AND PEOPLE
Table of Contents
Summary of Background information of the chosen company (Shell)......................................3
Task 1.........................................................................................................................................4
Compare and contrast the four forms of organisational agility. Justify which is the most
important for your organisation.............................................................................................4
Task 2.........................................................................................................................................6
Assess the dynamic forces influencing the organisation’s relative competitive position in
the market. Use a relevant model and examples to support your answer..............................6
Task 3.........................................................................................................................................9
Evaluate the importance of practical human resource planning to your organisation when
competing as an agile organisation........................................................................................9
Task 4.......................................................................................................................................12
Assess the role of Continuing Professional Development (CPD) in achieving both personal
and organisational objectives in your organisation..............................................................12
Bibliography.............................................................................................................................15

2MANAGING AGILE ORGANISATION AND PEOPLE
Summary of Background information of the chosen company (Shell)
The name of the selected organisation for this assignment is Royal Dutch Shell, also
known as Shell. It is a British-Dutch oil and gas company. It was founded in the year 1907 by
Samuel Samuel and Marcus1. Presently, the company is headquartered at Haagse Hot,
Netherland. It is to note that Shell operates worldwide serving petroleum, petrochemicals,
LNG, Natural gas and lubricant supplying services throughout the globe. The company is
vertically integrated and is very active in every area of the oil and gas industry including
refining, exploration, transport, and marketing, production, petrochemicals, trading and
power generation. The main markets where Shell operates are India, Qatar, China, Canada,
Pakistan, Australia, Hong Kong, Egypt, Nigeria, South Africa, London, USA, Philippines and
Saudi Arabia. The company also works in the field of renewable energy activities including
the wind and biofuels, hydrogen and energy-kite systems. Operating in more than 100
countries, the company produces about 4 million barrels of oil every day and has more than
44,000 service stations nationwide2. As per the data of 2018, Shell earns total revenue of
388.4 billion dollars. Over an average of 86,000 people are employed at various subsidiaries
of Shell. It is regarded as one among the most diversified global oil companies in the world's
energy sector. It makes use of some advanced technologies and takes an innovative approach
for helping in building a sustainable energy world for the future generation. The top
competitors of the company include Repsol, Chevron, BP, Valero, Superior Energy and
HollyFrontier. The primary customer segment of the company is the buyers who share
everyday needs and characteristics that the firm decides to serve. They are the premium
speedsters (PS), Simplicity Seekers (SS) and Safety Firsters (SF).
Task 1
1 Streek, Jan Van De. "Shell’s Unification in 2005 and the Dutch Dividend Withholding Tax." European
Company Law 15.5 (2018): 148-155.
2 Madureira, Nuno Luís. "Squabbling Sisters: Multinational Companies and Middle East Oil Prices." Business
History Review 91.4 (2017): 681-706.

3MANAGING AGILE ORGANISATION AND PEOPLE
Compare and contrast the four forms of organisational agility. Justify which is the most
important for your organisation.
- According to Cegarra-Navarro, Soto-Acosta and Wensley, organisational agility refers to
the capacity of a company to rapidly change and adapt in response to the changes in the
business market3. It is a critical component required for ensuring business success. It is to
note that the four forms of organisational agility are innovator, disrupter, indifferent and
adaptive. Firstly, innovators are the ones that identify their competitive strength in
defining the new chances and opportunities and at the same time, strive for the capacity
for the movements that are linked with the greater magnitude of variety of changes at the
cost of reduced and constant change rate. The organisations that use this type of
organisational agility tend to push their importance of many change4. On the other hand,
the organisation that has the capacity of producing a heightened variety change rate but
have lower and constant magnitude of variety change are referred to as adaptive
organisations. Furthermore, disrupters are defined as the market competition utilizing
developing a capacity for overcoming the trade-offs using generating higher magnitude
and greater variety change rate. Finally, the indifferent is that form of organisational
agility where the organisation that do not get engaged in the agile-based competition
within the industry and at the same time, they do not anticipate the magnitude and the
variety change rate to be a critical property of the strategic responses. It is to note that
organisational agility is an essential element of business success. An agile organisation
have the key features and characteristics of success, systems, leadership, culture and
people5. It is to note that success is always the top of the pyramid, and it reflects all the
3 Cegarra-Navarro, Juan-Gabriel, Pedro Soto-Acosta, and Anthony KP Wensley. "Structured knowledge
processes and firm performance: The role of organizational agility." Journal of Business Research 69.5 (2016):
1544-1549.
4s Harraf, Abe et al. "Organizational agility." Journal of Applied Business Research 31.2 (2015): 675.
5 Chan, Alan TL, Eric WT Ngai, and Karen KL Moon. "The effects of strategic and manufacturing flexibilities
and supply chain agility on firm performance in the fashion industry." European Journal of Operational
Research 259.2 (2017): 486-499.

4MANAGING AGILE ORGANISATION AND PEOPLE
ultimate purpose of a company. An agile company like Shell make sure that the
performance and their achievements are suitable and visible. Also, it is to mention that the
resilient culture of a company is built on the principles and values of the organisational
empowerment, trust, accountability and purpose. Furthermore, resilience begins with the
capable leaders who are responsible for setting the priorities and allocating the resources
and further, making commitments for establishing the strength throughout. Also,
organisational flexibilities are essential for agile organisations. The four forms of
organisational flexibilities are functional, numerical, temporal and financial. Operational
flexibility is the organisational agility that allows the employees of the organisation to be
deployed over the roles within a company. It is often referred to as multi-skilling, and this
needs investments in the process of tra8ining and also in providing opportunities for the
employees to deploy their skills and gain more experiences It is to note that this type of
organisational flexibility is often found in the stable environments and organisations
where there is a good relationship in between the corporate managers and the employees.
Numerical flexibility, on the other hand, refers to the ability of a company to either
increase or decrease their workforce at brief notice period6. For instance, when an
organisation employ or hire staffs on a temporary basis or by making use of fixed-term
contracts, it can be said that the organisation has numerical agility. The third form of
organisational flexibility is that of temporal elasticity. Here, the companies allow the
working hours in order to be adjusted as required for meeting the peaks and troughs in
demand. Lastly, the financial flexibility helps in supporting the other forms of latitudes,
and it also protects profitability as well.
The most critical organisational agility for Shell is that of the innovator. As the
company is a multinational organisation and is present in more than 100 countries,
6 Leonhardt, Daniel, et al. "Reinventing the IT function: the role of IT agility and IT ambidexterity in supporting
digital business transformation." (2017): 968.

5MANAGING AGILE ORGANISATION AND PEOPLE
therefore it should work towards identifying their competitive strength in defining the
new chances and opportunities and at the same time, strive for the capacity for the
movements that are linked with the greater magnitude of variety of changes at the cost of
reduced and constant change rate. It is to note that organisational agility is not only about
changing7. It is actually a cultivated capability that helps a company in responding in a
timely manner in a both sustainable and effective way while changing the conditions that
need it. Royal Dutch Shell should possess the potential of sensing the opportunities and
threats and solving the problems and improving the resource base of the company. It will
help the company in maintaining and enhancing its relative advantage in a manner that its
competitors in the market will fail to see. It is to note that there are many competitors of
Royal Dutch Shell and some of the most significant of them include Repsol, Chevron,
BP, Valero, Superior Energy and HollyFrontier. Having this organisational agility in
practice will help Royal Dutch Shell in ensuring business success.
Task 2
Assess the dynamic forces influencing the organisation’s relative competitive position in
the market. Use a relevant model and examples to support your answer.
- In the contemporary world, globalisation influences organisations more than anything
other. There are many organisations that sell goods all over the world and manufacture
those using skills and technology in many parts of the world. However, it is to note that
competition drives the evolution of globalisation. If a company within an industry
becomes global, it achieves a more competitive advantage than the ones limited to the
national level8. However, the dynamic forces influencing the organisation’s relative
competitive position in the market are the bargaining power of the suppliers, the threat of
7 Zhou, Jing, Felix T. Mavondo, and Stephen Graham Saunders. "The relationship between marketing agility
and financial performance under different levels of market turbulence." Industrial Marketing Management,
(2018).
8 Crane, Andrew, and Dirk Matten. Business ethics: Managing corporate citizenship and sustainability in the
age of globalization. Oxford University Press, 2016.

6MANAGING AGILE ORGANISATION AND PEOPLE
new entrants, bargaining power of the buyers, rivalry among the existing competitors and
danger of the substitute services or products9. It can be derived from Porter's competitive
analysis model. It is to note that it is a theory that is based on the concept of five different
forces for determining the intensity of competitiveness and the attractiveness of the
market. It was developed by Michael Porter in the year 1979 for assessing and evaluating
the competitive position and strength of a business within a particular industry. This
model helps in identifying where the powers actually lie within a business situation. It is
useful for understanding the strengths of the current competitive position of a company as
well as the advantages of the view that a company might look for moving into.
The strategic analysts often make use of the five forces for understanding whether the
new products and services are potentially profitable. By means of understanding where
the power lies, the theory could be used for identifying areas of the strength for improving
the weaknesses and avoiding the mistakes. The bargaining power of the suppliers is all
about assessing how easy it is for the suppliers for driving up the prices. It is driven by
the total number of suppliers of every important input, the uniqueness of their product and
service and the strength of the suppliers along with the cost of switching from one
supplier to other suppliers. The bargaining power of the buyer is all about assessing how
easy it is for the buyers for driving the prices down10. It is driven by the total number of
buyers in the market as well as the importance of every individual buyer for the
organisation as well as the cost of the buyer of switching from one supplier to another
supplier. When a business has less powerful buyers, they are often able to the dictate
terms. Thirdly, the competitive rivalry is all about assessing the competitors in the
industry. It is to note that the main driver of this force is the total number and the
9 Taha, Tarig Mohamed Ali Malik. "Competitive Analysis of the Global Oil and Gas Industry using Porters Five
Forces Model." (2018).
10 Moreno-Izquierdo, Luis, Ana B. Ramón-Rodríguez, and José Francisco Perles-Ribes. "Pricing Strategies of
the European Low-Cost Carriers Explained Using Porter's Five Forces Model." Tourism Economics 22.2 (2016):
293-310.

7MANAGING AGILE ORGANISATION AND PEOPLE
capability of the competitors in the market. There are many competitors who offer the
similar services and products and this again reduce the attractiveness of the market. The
fourth force is the threat of substitution. It is about the substitute products of the products
and services supplied by the company, present in the market. Where the close substitute
products exist in the market, the likelihood and possibility of the customers to switch to
the other alternatives gets increased in response to the increase in the product prices. It is
also to note that this further helps in reducing the power of the suppliers along with the
market attractiveness. Furthermore, profitable markets attract many new entrants that
erode profitability. Until and unless the incumbents have some sound and significant
barriers of entry like the capital requirements, the economies of scale or the government
regulations and policies; the profitability of the firm would decrease to a significant level.
Furthermore, it is to state that this model (Porter’s Five Force) helps the companies in
gaining a clear understanding of all the factors that actually influence the profitability in a
particular industry and also helps them in taking some informed decisions related to
whether to enter a specific sector or whether to increase the capacity and develop the
competitive strategies. It is to note that this model was developed with the aim of
examining the key factors and forces of competition present within a specific industry11.
Competition and its influence on the growth and development of a business within a
particular industry is the dominant force that is examined by the model of Porter Five
Forces. According to Mathooko and Ogutu, it is an essential tool to analyse and
understand the forces that shape the competitive environment present within a specific
industry12. It helps in evaluating the above mentioned five forces and factors that affect
the company- the customers, the suppliers, the new entrants in the market, the suppliers
11 ÖNEREN, Melahat, A. R. A. R. Tayfun and Gülşen YURDAKUL. "Developing competitive strategies based
on SWOT analysis in Porter’s five forces model by DANP." Journal Of Business Research-Turk 9.2 (2017):
511-528.
12 Mathooko, Francis M., and Martin Ogutu. "Porter’s five competitive forces framework and other factors that
influence the choice of response strategies adopted by public universities in Kenya." International Journal of
Educational Management 29.3 (2015): 334-354.

8MANAGING AGILE ORGANISATION AND PEOPLE
and the competition. All these factors together limit and reduced the share of the
exchange of the company and at the same time, influence the review of the business,
leading to affected business profitability and development.
Task 3
Evaluate the importance of practical human resource planning to your organisation
when competing as an agile organisation.
- Human resources planning is a critical part of the people management in a firm. It is a
continuous process of systematic planning ahead for attaining an optimum use of the most
valuable asset of an organisation- the employees. It helps in ensuring the best fit in
between the quality employees and the jobs by means of avoiding the shortage or lack of
human resources or the surplice of the labor. Taylor, Doherty and McGraw in this context
have claimed that “human resource planning is a process that identifies current and
future human resources need for an organization to achieve its goals”13. This is why it
needs to serve as a relationship between the management of the human resource in a
company and the overall strategic plan of a company. Brewster to have opined that
human resource planning can be defined as "the process for ensuring the human resource
requirements of an organisation are identified and plans made for satisfying these
requirements”14. It involves a total of four steps- analysing the present supply of labour,
forecasting the demand of work, balancing the projected need of energy with the quantity
and lastly, supporting the goals of the organisation. However, it is to note that effective
human resource planning is essential for ensuring organisational success. It is an
important issue that should be taken into consideration for managing a firm successfully.
It is to note that in the HRM (Human Resource Management), it is comprised of a lot of
13 Taylor, Tracy, Alison Doherty, and Peter McGraw. Managing people in sport organizations: A strategic
human resource management perspective. Routledge, 2015.
14 Brewster, Chris. "The integration of human resource management and corporate strategy." Policy and
practice in European human resource management. Routledge, 2017. 22-35.

9MANAGING AGILE ORGANISATION AND PEOPLE
areas including valid staff selection, international human resource management, employee
resourcing, proper recruitment procedure, performance review, rewards and
remunerations etc. It is to note that Royal Dutch Shell has provided a massive range of
job positions that are suitable for the candidates for applying for the jobs at their own
choices. As an agile organisation, Shell selects its employees on the basis of their
educational level. It selects the candidates who possess the Bachelor degree, master
degree of PhD for its different job positions as per the required skills and knowledge. The
company believes that the candidates that are chosen would eventually help itself in
providing quality services and techniques after their training are done. The job
applications provide by the company contains all the necessary instructions and
information for the candidates for making online applications through several job portals
on the internet or at the company website. The company also invites the candidates for the
interview process within two weeks from the date of applying for the job applications. It
is also to note that the company has designed a "Job Alert" functions for the candidates.
The selected candidates are then given with an opportunity for taking a final assessment
of about four hours. When they are passed in the final evaluation, they are then given the
chance for getting a more precise insight into the job position, the fringe benefits and the
rewards.
It is also to mention that Shell provides opportunities for its employees on the
working environments in order to ensure that they have equal chance of developing their
own talents and skills. With the same, the company also pays much attention to the
resume of the candidates who seek for getting jobs at Shell Company in order to know
their skills, strengths and achievements that make them suitable for working with the
company. Furthermore, there are several international and external factors as well that
influence the HRM strategy for Shell. In terms of internal factors, it is to note that Shell

10MANAGING AGILE ORGANISATION AND PEOPLE
provides “Job Search” engines at its company website for the people to choose the
positions and vacancies as per their interest to apply. It is a function that let the candidates
gain immense opportunities for finding their dream jobs15. When Shell assigns its
employees for the job position that they do not like, it is likely to affect the employees
negatively and would demoralise them. It is one of the aspects of effective human
resource management. On the other hand, in terms of external factors, it is to note that
presently, there are many companies that seek candidates for them who have a minimum
educational qualification of University level. But as per Shell, it is difficult to identify the
talents that the University graduates possess. In case if Shell employs fresh grads who do
not have any working experience, it ensures to train them for making they're suitable for
the job.
Furthermore, it is also to mention in this context that Royal Dutch Shell operates in more
than 100 countries worldwide and has attained a work experience and expertise in several
different areas and locations around the world. It has established several training centres
within these years in different nations that offer a broad range of training programs and
activities of development for the chosen employees. The company offers these programs and
events to the employees on the basis of the business areas that are covered and the locations
that they are to serve. With the same, Shell also provides its employees with the leadership
program. It is available to all the staffs working under the company. Under this program, the
management team are invited to become the tutors and coaches for training the faculty and
provide and share their expertise and knowledge to the other faculty. After attending the
program, the new crews are evaluated and are considered as the first priority while promoting
staffs to the designation and roles of senior executives. It is to mention that in terms of
performance management, Shell has also made several improvements for surviving and
15 Jaques, Elliott. Requisite organization: A total system for active managerial organization and managerial
leadership for the 21st century. Routledge, 2017.

11MANAGING AGILE ORGANISATION AND PEOPLE
sustaining in such a competitive environment. According to Brewster, performance
management is related to the objectives of improving the functional, organisational teams and
individual progress towards the achievement of the goals16. It makes sure that the jobs are
correctly designed, and all the qualified personnel are only hired at the company. It is an
integral part of human resource management. Shell is effectively practising the same in order
to exercise effective human resource management.
Task 4
Assess the role of Continuing Professional Development (CPD) in achieving both
personal and organisational objectives in your organisation.
- As the working environments are rapidly changing in the contemporary world, modern
organisations are also therefore required to develop and refine their skills and approaches
continually. Continual professional development (CPD) plays a significant role in
developing and improving these skills and strategies. According to Jones et al., CPD
refers to “the process of tracking and documenting the skills, knowledge and experience
that you gain both formally and informally as you work, beyond any initial training”17. It
helps in managing the development of the organisation on an ongoing basis.
At Shell, all the CPD activities are built-in opportunities for gaining professional
recognition and relevant accreditation. The programs are all designed for being innovative
and flexible and for ensuring that they are all delivered with a clear vision of the
improved practice that is being sought. All the CPD activities of the company are related
to the relevant standards and are drawn on the latest pieces of evidence of the research
and inspection. CPD activities at Shell support the company at developing professional
and subject skills along with important knowledge and understanding amongst its
16 Brewster, Chris. "The integration of human resource management and corporate strategy." Policy and
practice in European human resource management. Routledge, 2017. 22-35.
17 Jones, Brooke, et al. "Tanzanian midwives' perception of their professional role and implications for
continuing professional development education." Nurse education in practice 17 (2016): 116-122.

12MANAGING AGILE ORGANISATION AND PEOPLE
employees and staffs that are practical, applicable and relevant to the present role and
career aspirations18. There are a Shell Project Academy learning programmes that are
aligned to the five dimensions of the APM of professionalism, and the curriculum refers
to the significant elements of the body of knowledge of the APM. It is to note that CPD
has helped the company in managing its own development as an ongoing process. It is the
function that allows the employees to record, reflect and review on what they have learnt.
Furthermore, at Shell, CPD has ensured the firm's capabilities to keep in pace with the
modern standards of the other in the same field. With the same, it has also helped the
company to ensure that it maintains and enhances the skills and knowledge that it needs
for delivering a professional service to the customers, communities and clients. These
activities provide that the company, its employees and their skills and knowledge are
relevant and updates. Through this, Shell becomes more aware of the ever-changing
directions and trends in the profession of the employees. As it is already stated that Shell
is regarded as one among the most diversified global oil companies in the world's energy
sector. It makes use of some advanced technologies and takes an innovative approach for
helping in building a sustainable energy world for the future generation. CPD activities
have played a significant role in this whole process. It is to note that professional
development is not a fixed process. There are many processes and principles that could be
allowed for achieving effective outcomes. All these are embodied within the cycle of
CPD and offer a very well-systematic approach for helping in developing and
implementing a personal development plan (PDP)19. This cycle helps the individual to
analyse the current strengths, positions and the needs for development. Also, it also helps
the employees in meeting the needs and requirements, ensuring that all these are
18 Sachdeva, Ajit K. "Continuing professional development in the twenty-first century." Journal of Continuing
Education in the Health Professions 36 (2016): S8-S13.
19 Sockalingam, Sanjeev, et al. "Integrating quality improvement and continuing professional development: a
model from the mental health care system." Academic Medicine 91.4 (2016): 540-547.

13MANAGING AGILE ORGANISATION AND PEOPLE
expressed in a directed and focused way. Furthermore, this also allows in monitoring and
reviewing, drawing out the achievements and then allowing the plan to be adapted as a
continuously evolving document.
CPD has helped the employees of Shell in building credibility, confidence and
capability as leading professionals. It has helped them in achieving their career goals by
means of focusing on the training and development opportunities offered by Shell through
its different programs and centres. With the same, these activities have also contributed to
a significant level in increasing the efficiency and production by means of reflection and
by identifying the gaps in the skills, experiences and knowledge. It has also helped it in
facilitating the resilience and acceptance of the change by continuously updating the skills
and understanding of the employees and staffs at Shell. All these contributions of CPD
activities have ultimately influenced the company as a whole and have provided it with
many organisational benefits. The CPD activities in the organisation have provides a
framework for the company through which the needs of development have been achieved,
and this has further resulted in the company making and meeting its business or
organisational objectives20. Secondly, CPD activities have also promoted and encouraged
the development and growth of staffs and have also contributed to the motivation and
morale, which further contributed to the retention of teams. The CPD activities also add
values to the organisation as the employees apply their learnings, skills and the
knowledge that they gained to their work and has also increased the organisational
flexibility and capability. In this way, Continuing Professional Development (CPD) has
played a significant role in achieving both personal and corporate objectives in Royal
Dutch Shell.
20 Links, Matthew J. "Beyond competency-based continuing professional development." Medical teacher 40.3
(2018): 253-258.

14MANAGING AGILE ORGANISATION AND PEOPLE
Bibliography
Brewster, Chris. "The integration of human resource management and corporate
strategy." Policy and practice in European human resource management. Routledge, 2017.
22-35.
Brewster, Chris. "The integration of human resource management and corporate
strategy." Policy and practice in European human resource management. Routledge, 2017.
22-35.
Cegarra-Navarro, Juan-Gabriel, Pedro Soto-Acosta, and Anthony KP Wensley. "Structured
knowledge processes and firm performance: The role of organizational agility." Journal of
Business Research 69.5 (2016): 1544-1549.

15MANAGING AGILE ORGANISATION AND PEOPLE
Chan, Alan TL, Eric WT Ngai, and Karen KL Moon. "The effects of strategic and
manufacturing flexibilities and supply chain agility on firm performance in the fashion
industry." European Journal of Operational Research 259.2 (2017): 486-499.
Crane, Andrew, and Dirk Matten. Business ethics: Managing corporate citizenship and
sustainability in the age of globalization. Oxford University Press, 2016.
Harraf, Abe, et al. "Organizational agility." Journal of Applied Business Research 31.2
(2015): 675.
Jaques, Elliott. Requisite organization: A total system for active managerial organization and
managerial leadership for the 21st century. Routledge, 2017.
Jones, Brooke, et al. "Tanzanian midwives' perception of their professional role and
implications for continuing professional development education." Nurse education in
practice 17 (2016): 116-122.
Leonhardt, Daniel, et al. "Reinventing the IT function: the role of IT agility and IT
ambidexterity in supporting digital business transformation." (2017): 968.
Links, Matthew J. "Beyond competency-based continuing professional
development." Medical teacher 40.3 (2018): 253-258.
Madureira, Nuno Luís. "Squabbling Sisters: Multinational Companies and Middle East Oil
Prices." Business History Review 91.4 (2017): 681-706.
Mathooko, Francis M., and Martin Ogutu. "Porter’s five competitive forces framework and
other factors that influence the choice of response strategies adopted by public universities in
Kenya." International Journal of Educational Management 29.3 (2015): 334-354.

16MANAGING AGILE ORGANISATION AND PEOPLE
Moreno-Izquierdo, Luis, Ana B. Ramón-Rodríguez, and José Francisco Perles-Ribes.
"Pricing Strategies of the European Low-Cost Carriers Explained Using Porter's Five Forces
Model." Tourism Economics 22.2 (2016): 293-310.
ÖNEREN, Melahat, A. R. A., R. Tayfun and Gülşen YURDAKUL. "Developing competitive
strategies based on SWOT analysis in Porter’s five forces model by DANP." Journal Of
Business Research-Turk 9.2 (2017): 511-528.
Sachdeva, Ajit K. "Continuing professional development in the twenty-first century." Journal
of Continuing Education in the Health Professions 36 (2016): S8-S13.
Sockalingam, Sanjeev, et al. "Integrating quality improvement and continuing professional
development: a model from the mental health care system." Academic Medicine 91.4 (2016):
540-547.
Streek, Jan Van De. "Shell’s Unification in 2005 and the Dutch Dividend Withholding
Tax." European Company Law 15.5 (2018): 148-155.
Taha, Tarig Mohamed Ali Malik. "Competitive Analysis of the Global Oil and Gas Industry
using Porters Five Forces Model." (2018).
Taylor, Tracy, Alison Doherty, and Peter McGraw. Managing people in sport organizations:
A strategic human resource management perspective. Routledge, 2015.
Zhou, Jing, Felix T. Mavondo, and Stephen Graham Saunders. "The relationship between
marketing agility and financial performance under different levels of market
turbulence." Industrial Marketing Management, (2018).