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2021/2022  KAN-CCMVI2115U  Social Entrepreneurship and Business Model Innovation

English Title
Social Entrepreneurship and Business Model Innovation

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration Summer
Start time of the course Summer
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 60
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Anne-Karen Hüske - Department of Management, Society and Communication (MSC)
  • Kai Hockerts - Department of Management, Society and Communication (MSC)
For academic questions related to the course, please contact course responsible Kai Hockerts (kho.msc@cbs.dk)
Main academic disciplines
  • CSR and sustainability
  • Entrepreneurship
  • Innovation
Teaching methods
  • Blended learning
Last updated on 01/12/2021

Relevant links

Learning objectives
At the end of the course you should be able to reflect critically on the social business model your group will develop in this course. In particular you will be required to:
  • Differentiate between social enterprise and social innovation mode and argue for selecting one mode as the basis for your group’s social business model.
  • Describe the factors driving group work behavior and its performance outcomes in social business modeling and apply these to your group’s experiences.
  • Contrast the hybrid strategies used to identify social business opportunities and formulate a strategy for how your group generates complementarities.
  • Discuss different forms of impact investing and argue which are most appropriate for your social business model.
  • Contrast different ways in which your social business model can be scaled up or replicated and determine the most appropriate choice.
  • Evaluate the applicability of social return on investment (SROI) as a tool to evaluate the performance of your social business model.
Course prerequisites
Completed Bachelor degree or equivalent
Social Entrepreneurship and Business Model Innovation:
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 Summer
Make-up exam/re-exam
Same examination form as the ordinary exam
The 1st and 2nd retake is a 72-hour, maximum 10-pages home assignment
Description of the exam procedure

Draw on the organizational theories discussed in the class and apply them to carry out a critical analysis of your social entrepreneurship business plan both in terms of the result (the business plan) as well as the process (group work experience). The reflection paper accounts for 100% of your final grade and will be based on your ability to reflect on the learning objectives and apply these to both your business plan and 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 business models which address humanity’s social and environmental challenges. Social entrepreneurship generates disequilibria in market and non-market environments, by finding ways of turning societal problems into complementary assets. The course will develop capabilities in social opportunity identification as well as social enterprise modeling.

Description of the teaching methods
This intensive three-week course uses a mix of lecturing, firm visits with Copenhagen-based social enterprises and applied group work to maximize student learning. As part of this course you will work in diverse teams, allowing you to reflect critically on a social business model that you develop throughout the course. This experiential learning pedagoy culminates in the preparation of an investment ready social business model which will be presented as part of a final pitch event, thus allowing you to acquire impact investing competencies – a skill set the Financial Times predicts is in increasing demand by employers causing “a real war on talent” (FT, 5 June 2021). Students will have access to individual mentorship from practitioners to improve their group work. The course is highly interactive with the corresponding expectation that students engage actively.
Feedback during the teaching period
The course will be held in one of the CBS Studios. These spaces are designed for active and student-centered learning. Groups will receive feedback from instructors as well as their peers in real time. In addition groups will receive online feedback and mentoring via the Social Business Model Panorama on Babele.
Student workload
Class preparation (readings etc) 79 hours
Video interviews with social entrepreneurs (available online for asynchronous viewing) 16 hours
Group work 30 hours
Lectures 33 hours
Examination (take-home exam) 48 hours
Further Information

Short 3 weeks course that cannot be combined with any other course


This is an Aurorarized course initiated by Aurora (see cbs.dk/aurora for more information).


Preliminary Assignment:

The course coordinator uploads Preliminary Assignment on Canvas at the end of May. It is expected that students participate as it will be included in the final exam, but the assignment is without independent assessment&grading.


Course and exam timetable is/will be available on https://www.cbs.dk/uddannelse/international-summer-university-programme-isup/courses-and-exams


We reserve the right to cancel the course if we do not get enough applications. This will be communicated on https://www.cbs.dk/uddannelse/international-summer-university-programme-isup/courses-and-exams in start March.


Expected literature

Dees JG. 1998. Enterprising Nonprofits. Harvard Business Review. 76(1): 54-66.  Kannampuzha, Merie, and Kai Hockerts. 2019. "Organizational social   entrepreneurship: scale development and validation.” Vol 15(3): 290-319.    

Wry, Tyler, and Jeffrey G. York. "An identity-based approach to social enterprise." Academy of Management Review 42.3 (2017): 437-460.

Razmerita, Liana, et al. "Modeling collaborative intentions and behavior in digital environments: the case of a massive open online course (MOOC)." Academy of Management Learning & Education 19.4 (2020): 469-502.  

Hockerts K. 2015.”How Hybrid Organizations Turn Antagonistic Assets into Comple­mentarities,” California Management Review, 57(3): 83-106, 2015.  

Skloot, Edward. "Should not-for-profits go into business?." Harvard business review 61.1 (1983): 20-26.

Baden-Fuller, Charles; Morgan, Mary S., 2010: “Business Models as Models,” Long Range Planning, 43(2-3), Pages 156-171. Yunus, Muhammad, Bertrand Moingeon, and Laurence Lehmann-Ortega. "Building social business models: Lessons from the Grameen experience." Long range planning 43.2-3 (2010): 308-325.  

Gur, Furkan Amil, and Thomas Greckhamer. "Know thy enemy: A review and agenda for research on competitor identification." Journal of Management 45.5 (2019): 2072-2100.

Hockerts, Kai, and Rolf Wüstenhagen. "Greening Goliaths versus emerging Davids—Theorizing about the role of incumbents and new entrants in sustainable entrepreneurship." Journal of business venturing 25.5 (2010): 481-492.

Popov, Evgenii V., Anna Yu Veretennikova, and Kseniya M. Kozinskaya. "Financial tools to develop social entrepreneurship." Economic and Social Changes: Facts, Trends, Forecast 12.5 (2019): 91-108.  Rawhouser, Hans, Cummings, Michael,

Crane, Andrew, Benefit Corporation Legislation and the Emergence of a Social Hybrid Category. California Management Review, Spring2015, Vol. 57 Issue 3, p13-35.  

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

Höchstädter, Anna Katharina, and Barbara Scheck. "What’s in a name: An analysis of impact investing understandings by academics and practitioners." Journal of Business Ethics 132.2 (2015): 449-475.  

Moody, Michael, Laura Littlepage, and Naveed Paydar. "Measuring social return on investment: Lessons from organizational implementation of SROI in the Netherlands and the United States." Nonprofit Management and Leadership 26.1 (2015): 19-37.

Yates, Brian T., and Mita Marra. "Social Return On Investment (SROI): Problems, solutions… and is SROI a good investment?." Evaluation and program planning 64 (2017): 136-144.  

Nicolopoulou, Katerina, et al. "An incubation perspective on social innovation: the London Hub–a social incubator." R&D Management 47.3 (2017): 368-384.  

Alexander Tetteh Kwasi Nuer, Miguel Rivera-Santos, Carlos Rufín & Gert Van Dijk (2016) Leaving a Social Venture: Social Entrepreneurial Exit among the Maasai in Northern Tanzania, Africa Journal of Management, 2:3, 281-299.  

Tuukka Toivonen (2016) What is the Social Innovation Community? Conceptualizing an Emergent Collaborative Organization, Journal of Social Entrepreneurship, 7:1, 49-73.  

Last updated on 01/12/2021