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EME 444 - Global Energy Enterprise

This is a sample syllabus.

This sample syllabus is a representative example of the information and materials included in this course. Information about course assignments, materials, and dates listed here is subject to change at any time. Definitive course details and materials will be available in the official course syllabus, in Canvas, when the course begins.


Industry perspective on the resources, technologies, engineering approaches, and externalities involved in satisfying worldwide energy demand profitably and sustainably.  A strong focus is placed on non-market actors and stakeholders.

The global energy enterprise is the collective industry supplying the energy that an increasing majority of the world depends upon. The industry consists of many competing yet interdependent organizations. Some energy producers are large, but many are small; some are independently owned, others state-owned, and still others a little of both. A desired competitive advantage may be viewed in the context of the market environment alone. However, in the industry of global energy enterprise, a significant advantage can be won or lost due to nonmarket forces and strategies. The activities of the energy industry tend to generate large externalities that may be obscured, exported, or passed on to future generations. Social networking tools have reduced costs of coordination for collective action against externalization, potentially leading to impediments and even loss of access to markets. This suggests the critical need to learn both market and nonmarket strategies in the global energy enterprise.

The energy enterprise is technology-intensive. A vast technological infrastructure and highly skilled workforce is needed to discover, assess, extract, process, and distribute energy resources sufficient to power our globalized world. As energy demand increases, and easily recoverable resources are constrained, the enterprise relies increasingly on innovative technologies and engineering solutions to sustain production and profits. A primary objective of the course is to ensure students’ familiarity with established and emerging energy production, processing, and distribution technologies.

The energy enterprise is also capital-intensive, due to the high cost of building and maintaining energy infrastructures and sustaining research and development efforts. Government regulation is often necessary to minimize risks that discourage capital investments and to incentivize investments in emerging technologies that may help countries achieve energy security and reduce the detrimental impacts of fossil fuel use. A secondary objective of the course is to equip students to prepare and defend recommendations for investments in emerging energy technologies and businesses.


EME 444 is designed to help students achieve three of the programmatic educational objectives established for the Energy and Sustainability Policy degree. It fosters energy industry knowledge by ensuring students’ ability to detect and correct misstatements and misconceptions about energy resources, technologies, and uses. It helps students achieve a global perspective through case studies of energy businesses and policy regimes worldwide. And it nurtures analytical skills by challenging students to discover, acquire, read, interpret, and evaluate information beyond what is provided by the instructor.

Required Materials

Typically, there are no required materials for this course. If this changes, students will find a definitive list in the course syllabus, in Canvas, when the course begins.


ECON 104 or equivalent, EGEE 102, EGEE 120. Students should come into this course having seen at least some basic energy concepts in a previous course. If terms like BTU and Watt are totally foreign to you, then you likely don't have enough prior preparation to succeed in EME 444.


We have worked hard to make this the most effective and convenient educational experience possible. How much and how well you learn is dependent on your attitude, diligence, and willingness to ask for clarifications or help when you need them. We are here to help you succeed. Please keep up with the class schedule and take advantage of opportunities to communicate with us and with your fellow students. You can expect to spend an average of 8 - 12 hours per week on class work.

Major Assignments

  • Weekly Activities (60% of total course grade)
  • Nonmarket Analysis Case Study team project (30% of total course grade)
    • Background & Status
    • Stakeholders & Summary Table
    • Strategy & Recommendations
    • Team assessment survey
  • Case Study Q & A Discussion (10% of total course grade)

Course Schedule

Course Schedule
1: Market and Nonmarket Environments1Nonmarket Analysis
  • Weekly Activity
1: Market and Nonmarket Environments2Public Politics
  • Weekly Activity
1: Market and Nonmarket Environments3Private Politics
  • Weekly Activity
1: Market and Nonmarket Environments4Energy Sector Special Topics
  • Weekly Activity
  • Case Study Part 1
2: Energy Enterprise5Nuclear
  • Weekly Activity
  • Case Study Part 2
2: Energy Enterprise6Coal
  • Weekly Activity
2: Energy Enterprise7Natural Gas
  • Weekly Activity
  • Case Study Part 3
2: Energy Enterprise8Biomass and Hydro
  • Weekly Activity
2: Energy Enterprise9Solar and Wind
  • Weekly Activity
3: Global Political Economies10Europe
  • Weekly Activity
3: Global Political Economies11China
  • Weekly Activity
3: Global Political Economies12India
  • Weekly Activity