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2012/2013  KAN-CM_K72  Social Entrepreneurship: Creating Social Change Using the Power of Entrepreneurship

English Title
Social Entrepreneurship: Creating Social Change Using the Power of Entrepreneurship

Course information

Language English
Exam ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Semester
Course period Autumn
Changes in course schedule may occur
Wednesday 09.50-12.25, week: 36-41, 43-46
Time Table Please see course schedule at e-Campus
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Kai Hockerts - Department of Intercultural Communication and Management
Administration: Maja Dueholm (md.ikl@cbs.dk)
Main Category of the Course
  • Business Ethics, value based management and CSR
  • Innovation and entrepreneurship
  • Experience economy and service management
  • Corporate and Business Strategy
Last updated on 26-04-2012
Learning objectives
At the end of the course students should be able to:
  • Discuss the differences between the social entrepreneurship theories discussed in the course.
  • Explain how these theories link to social performance.
  • Enumerate which variables impact the social performance of social enterprises
  • Apply these theories to the analysis of social entrepreneurship in a wide range of case studies.
The course relies heavily on classroom discussions and case examples.
Individual Project, 15 pages
Individual project exam/home assignment.:
Type of test Home Assignment
Marking scale 7-step scale
Second examiner No second examiner
Exam period Autumn Term
Aids Please, see the detailed regulations below
Duration Please, see the detailed regulations below

The course concludes with a 15 pages individual project exam/home assignment. The exam requires a considerable amount of independent research of primary data on a social enterprise that you select yourself. As a result the K72 elective requires a higher than average work load and should only be selected by students highly committed to the topic.
Course content

The domain of social change is no longer reserved to students of political sciences and development studies. Increasingly business students are recognized as possessing important skills that can drive social change. This new discipline is often referred to as Social Entrepreneurship (S-ENT). S-ENT describes the discovery and sustainable exploitation of opportunities to create public goods. This is usually done through the generation of disequilibria in market and non-market envi­ronments. The S-ENT process can in some cases lead to the creation of social enterprises. These social ventures are hybrid organizations exhi­biting characteristics of both the for-profit and not-for profit sector. People engaging in S-ENT are usually referred to as social entrepreneurs, a term that describes resourceful individuals working to create social innovation. They do not only have to identify (or create) opportunities for social change (that so far have been unexploited), they must also muster the resources necessary to turn these opportunities into reality. A typical example is Prof. Muhammad Yunus, founder of the Grameen Bank (Bangladesh) and recipient of the Nobel Peace price in recognition of his contribution to poverty alleviation through the invention and popularization of Micro­finance. Other examples include fair trade or car-sharing. Today many foundations aim to identify and promote social entrepreneurs. Two pro­minent examples are Ashoka and the Skoll Foundation. So called venture philanthropists adopt methods from the domain of venture capital, for example, encouraging social entrepreneurs to provide detailed business plans and to measure and report systematically on their social performance. Social Return on Investment (S-ROI) analysis is an example, for an emerging tool aiming to describe the social impact of S-ENT in dollar terms, relative to the philanthropic investment made.

The course´s development of personal competence:

Participants in this course will learn what role management students can play in the initiation of social change. In particular they will become skilled at how to identify opportunities for social change and how to develop plans for their exploitation. They will also acquire the basic skills needed for launching and growing social enterprises.

Teaching methods
Expected literature

· Bornstein D. 1998. Changing the World on a Shoestring. The Atlantic Monthly. 281(1): 34-39.

· Drucker, Peter, 1989: What Business Can Learn from Nonprofits. Harvard Business Review, Jul/Aug89, Vol. 67.

· Dees JG. 1998. Enterprising Nonprofits. Harvard Business Review. 76(1): 54-66.

· Prahalad, C. K.; Hammond, Allen, 2002: Serving the world's poor, profitably, in: Harvard Business Review, Sept 2002.

· Yunus M. 1998. Poverty Alleviation: Is Economics Any Help? Lessons from the Grameen Bank Experience. Journal of International Affairs. 52(1): 47-65.

· Porter, Michael E., Kramer, Mark R., 1999: Philanthropy's New Agenda: Creating Value, Harvard Business Review; Nov/Dec99, Vol. 77(6): 121-130

· Robert S. Kaplan, 1999: New Profit, Inc.: Governing the Nonprofit Enterprise, HBS Case, 9-197-036.

· Letts CWR, William, Grossman A. 1997. Virtuous Capital: What Foundations Can Learn from Venture Capitalists. Harvard Business Review. 75(2): 36-43.

Last updated on 26-04-2012