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2019/2020  KAN-CCMVV1535U  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
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Semester
Start time of the course Autumn
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 40
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Kai Hockerts - Department of Management, Society and Communication (MSC)
Main academic disciplines
  • CSR and sustainability
  • Innovation
  • Strategy
Teaching methods
  • Blended learning
Last updated on 11-02-2019

Relevant links
Learning objectives
At the end of the course students should be able to:
  • Apply the social entrepreneurship theories discussed in the course to reflect critically on both their own business plan and its development process .
  • Explain how these theories link to the expected social performance of the proposed venture.
  • Enumerate which variables impact the delopment process of social enterprises
  • Apply these theories to the analysis of social entrepreneurship in a wide range of case studies.
  • Apply class room learning to a specific real-world example which can work either alone or in a group.
Examination
Social Entrepreneurship: Creating Social Change Using the Power of Entrepreneurship:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 15 pages
Assignment type Written assignment
Duration Written product to be submitted on specified date and time.
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Winter
Make-up exam/re-exam
Same examination form as the ordinary exam
* if the student fails the ordinary exam the course coordinator chooses whether the student will have to hand in a revised product for the re- take or a new project.
Description of the exam procedure

Draw on social entrepreneurship literature to carry out a critical analysis of your business plan both in terms of the result (the business plan) as well as the process (group work experience). In addition to the literature used in the course you are expected to find further academic literature on your own to support your findings. Note that while the business plan itself is supposed to be attached to the exam submission it will not be the basis of the grade. Instead your grade will depend on your ability to reflect on both your business plan its development process by drawing on relevant academic literature. 
Course content, structure and pedagogical approach

Social Entrepreneurship describes the discovery and sustainable exploitation of opportunities to create social change. This is usually done through the creation of social enterprises which generate disequilibria in market and non-market environments. These enterprises exhibit characteristics of both the for-profit and not-for profit sector. Foundations such as Ashoka and the Skoll Foundation provide venture capital for such start ups. 

 

This course is supported by online lectures that are available via the free www.coursera.org MOOC website. As part of the course you will be introduced to the theories underlying social entrepreneurship. We will apply these to real world social enterprise case examples. Students are furthermore encouraged to work alone or in groups on social innovation start-up projects. Group work can be done either in-class or virtually via the Coursera MOOC and the www.babele.co website.

 

The course's development of personal competences:

The course will develop capabilities in social opportunity identification as well as social enterprise planning. You will learn how to identify ideas for social innovation that will help create charitable or societal benefits. Furthermore, you will be introduced to the discipline of social business planning. As a participant you will practice the use of theoretical texts in a practical context. 
Description of the teaching methods
Lectures, case discussions, group work. In addition to the weekly sessions lectures will also be available as online videos for asynchronous viewing.
Feedback during the teaching period
Students receive oral feedback on their business plan progress during group presentations that are held at intervals during the course. Written feedback can be solicited via the www.babele.co website.
Student workload
Preparation 136 hours
Teaching 30 hours
Examination 40 hours
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 11-02-2019