• Understand entrepreneurship beyond the limited image provided by reference to business start-up and owner-manager identities
• Understand the role and function of entrepreneurship in innovation processes
• Identify and understand the nature of value-creation needs on various arenas of society, including business
• Identify and understand the parallels between art, science, and business when it comes to initiating and organizing innovation processes
• Understand and analyze the contextual conditions of innovation and entrepreneurship in these various milieus (art, science, business)
• Identify and understand how different skills and methods used in these various contexts can be utilized by them as becoming experts on organizational innovation and entrepreneurship

Entrepreneurship is here taken beyond the limits of the start-up process and the owner-manager image that historically has dominated the societal understanding of entrepreneurship. Instead entrepreneurship is understood as primarily creation of sociality that has the effect of increasing the possibilities for and value of living for people. This value enhancement includes products that serve consumer needs, but it also includes services that serve citizen needs. Examples of entrepreneurship, understood this way, are taken from arts (theatre, literature, film…), science (creation of new knowledge; scientific discoveries), and business (innovation of products/services; creation of new markets). This course recognises that all entrepreneurship is a creation of social change, however, we also focus on entrepreneurship with the intention to generate outcomes motivated by social, cultural, and aesthetic reasons, rather than merely economic reasons. In the course, the term social entrepreneurship (S-ENT) describes the discovery and sustainable exploitation of opportunities to create public goods. The S-ENT process can in some cases lead to the creation of social enterprises, hybrid organizations exhibiting characteristics of both the for-profit and not-for profit sector. Individuals engaging in S-ENT are usually referred to as social entrepreneurs. 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.

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

Desa, G., & Kotha, S. 2006. Chapter 11: Ownership, Mission and Environment.

In Mair, Robinson&Hockerts (Eds.), Social Entrepreneurship. New York: Palgrave.

Drayton, W. 2002. The Citizen Sector: Becoming as Entrepreneurial and Competitive as Business. California Management Review, 44(3): 120-132.

Drucker, Peter, 1989: What Business Can Learn from Nonprofits. Harvard Business Review, Jul/Aug89, Vol. 67 (4): 88-93.

Emerson, J. 2003. The Blended Value Proposition: Integrating Social and Financial Returns. California Management Review, 45(4): 35-51.

Haugh, H. 2006. Social Enterprise: Beyond Economic Outcomes and Individual Returns. In J. Mair, J. Robinson, & K. N. Hockerts (Eds.), Social Entrepreneurship. New York: Palgrave MacMillan.

Hjorth, D. and Steyaert, C., 2009, Introduction Chapter ofThe Politics and Aesthetics of Entrepreneurship, Cheltenham: Edward Elgar.

Hjorth, D. and Steyaert, C. (2002): Thou Art a Scholar – Speak to It! On Spaces of Speech (a play), Human Relations.

Hjorth ‘The Event of disorientation as a space for inventing new practices’ in: Hjorth, D. and Kostera, M. (2007) Entrepreneurship and the Experience Economy. Copenhagen: CBS Press

Hockerts, K. N. 2006. Chapter 10: Entrepreneurial Opportunity in Social Purpose Business Ventures. In J. Mair, J. Robertson, & K. N. Hockerts (Eds.), Social Entrepreneurship, Vol. 1: Palgrave MacMillan.

Kanter RM. 1999. From Spare Change to Real Change: The Social Sector as a Beta Site for Business Innovation. Harvard Business Review. 77(3): 123-132.

Lingane, A., & Olsen, S. 2004. Guidelines for Social Return on Investment. California Management Review, 46(3): 116-135.

Mair, J., & Noboa, E. 2006. Chapter 8: Social Entrepreneurship: How Intentions to Create a Social Venture Get Formed. In J. Mair, J. Robinson, & K. N. Hockerts (Eds.), Social Entrepreneurship. New York: Palgrave MacMillan.

Perrini, F., & Vurro, C. 2006. Chapter 5: Social Entrepreneurship: Innovation and Social Change Across Theory and Practice. In J. Mair, J. Robinson, & K. N. Hockerts (Eds.), Social Entrepreneurship. New York: Palgrave.

Porter, Michael E., and Mark R. Kramer, 2002: The Competitive advantage of corporate philanthropy, Harvard Business Review, 80(12), 56-59.

Prahalad, C. K.; Hammond, Allen, 2002: Serving the world's poor, profitably, in:Harvard Business Review, 80(9), Sept 2002.

Steyaert, C. & Hjorth, D. (Eds.) (2006) Entrepreneurship as Social Change: Cheltenham: Edward Elgar.

Case Studies

Mobility CarSharing (A): From Ecopreneurial Start-up to Commercial Venture, INSEAD Case, 2004, Fontainebleau.

Hockerts, Fair Trade Story Foundation of Cafédirect, INSEAD Case, 2004.

Hockerts, 2004: Strategic Philanthropy (A) Choosing a Cause at Randstad, INSEAD Case, 2004.

Barinaga, 2010. Introducing microfinance in Sweden to work with vulnerable groups.

Barinaga 2010. Voices of the Suburbs – Establishing community-based public art in the city suburbs.

Sjöblom and Wijkström, 2010. Fryshuset. ECCH.