• Structure an Action-Based Plan
• Understand the roles of Social Enterprises and Sustainability management practices.
• Develop critical perspectives on fundamental arguments about economic and social policies.
• Get an introductory grasp of complexity theory and its relevance to the development of social policies.
• Establish a solid cost/benefit framework for the analysis of internal sustainable management practices.

There is a clear recent shift in the development economics literature from a focus on economic growth towards a more integrated framework that incorporates such concepts such as well-being, sustainability, and other non-economic factors. Even though economic growth is still a necessary condition for development, local policies can increasingly rely on social entrepreneurship and sustainable business policies for improved development. This course invites graduate students to delve into different business practices that can transform the socioeconomic landscape and to use recent theoretical contribution in different fields such as economics, complexity theory, and management. The course explores critically social entrepreneurship and sustainability to analyze its economic and social impact. 
The course is structured to provide students with a series of coherent modules. The first module introduces concepts in development economics and  complexity theory. The main idea is to incorporate novel ideas into more traditional growth theories. We use a broader perspective on development, using concepts from complexity theory and other disciplines to provide a solid theoretical framework. Students are expected to tackle sophisticated theoretical papers in this module. 
The second module introduces concepts from social entrepreneurship and explores case studies, discussing its possible impacts and shortcomings in promoting local development. We introduce concepts from complexity theory into the analysis of social entrepreneurship with the goal of establishing the boundaries of local development from social enterprises.
The last module explores the role of companies in promoting sustainable ideas by transforming the socioeconomical environment, analysing the possibility that private firms can be promoters of change by changing internal management practices. We use a Business as Usual to a Future Sustainable Business framework as sketched below and explore the role of firms in changing the international business context - one of the case studies for this module explores changes in a multinational bank that introduced a credit score system based on sustainability of the agricultural sector.  
The course is fairly interactive and relies on the reading of the material and the experience brought by the students.

Class 1: Determining the main indicators of development.

Class 2: Determining the main indicators of development.

Class 3:Looking at Data. What does it tells us about the world?

Class 4: A Primer on Complexity Theory

Class 5: Social Networks and Poverty. 

Class 6: Social Entrepreneurship: Concepts and Ideas.

feedback activity: Preparation for the Action-Based Plan

Class 7: Social Entrepreneurship: Cases.

Class 8: Is there a sustainability imperative? 

Class 9: Sustainability: Business Cases.

Class 10: Sustainability and Firm Valuation.

Class 11: Review and comments for the Action-Based Plan

Preliminary Assignment: To help students get maximum value from ISUP courses, instructors provide a reading or a small number of readings or video clips to be read or viewed before the start of classes with a related task scheduled for class 1 in order to 'jump-start' the learning process.

Feedback Activity: A feedback activity defined by the course instructor will take place approx. half-way through the course.

Course timetable is available on http://www.cbs.dk/uddannelse/summer-university-programme/courses

The course will not make use of a textbook. Instead, students will read excerpts and articles.