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2021/2022  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
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
  • Entrepreneurship
  • Globalisation and international business
Teaching methods
  • Online teaching
Last updated on 15-02-2021

Relevant links

Learning objectives
  • Apply the organisational theories discussed in the course to reflect critically on the practice of social entrepreneurship.
  • Explain how these theories link to the expected social performance of the proposed venture.
  • Enumerate which variables impact the organisational behaviour of social enterprises.
  • Apply these theories to the analysis of a social business model developed in class.
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 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). 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 and its development process by drawing on relevant academic literature. 

Course content, structure and pedagogical approach

As part of the course you will be introduced to the theories underlying social entrepreneurship (such as Antagonistic Assets Theory, Schumpeterian Innovation Theory, Effectuation Theory, the Theory of Planned Behaviour). We will apply these theories to real world social enterprise case examples. Students work furthermore alone or in groups on social innovation start-up projects. Group work can be done either in-class or virtually via the Social Business Model Panorama platform (https://babele.co/home/cbs). 


Social Entrepreneurship describes the discovery and sustainable exploitation of opportunities to create social change. This is done through the creation of social enterprises which 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. 


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 societal benefits. Furthermore, you will be introduced to the discipline of social business modeling. As a participant you will practice the use of theoretical texts in a practical context. 


Erasmus+ Aurora students:
This course is part of the Erasmus+ Aurora alliance project and is thus open to students from CBS as well as all other Aurora member schools.

Description of the teaching methods
Lectures, case discussions, and group work. In addition to the weekly in class teaching sessions, lectures will also be available as online videos for asynchronous viewing. Group work can be done in class or virtually online (for those not able to a attend on campus). Groups can be formed in class with CBS students as well as virtually with students from Aurora alliance members universities.
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. Moreover each group will be assigned a mentor with social entrepreneurship experience who will support your group with details feedback and comments via the open innovation platform used for the course called the Social Business Model Panorama: https:/​/​babele.co/​home/​cbs.
Student workload
Class preparation (readings etc) 100 hours
Video interviews with social entrepreneurs (available online for asynchronous viewing) 16 hours
Group work 30 hours
Lectures 33 hours
Examination (take-home exam) 47 hours
Further Information

Dr. Kai Hockerts is Professor in Social Entrepreneurship at CBS (www.cbs.dk/staff/kho). He is widely published in academic journals and has extensive teaching experiences with multinational class rooms and blended learning. In 1990n Kai was co-founder and managing director of the social start-up oikos Bayreuth (part of the oikos network). His business experience includes two years as an environmental strategy consultant at Ecobilan S.A., Paris (F). His primary research focus is on corporate sustainability and social entrepreneurship. Kai holds a Ph.D. in Management from the University of St. Gallen (CH). Before joining CBS he has been Adjunct Professor of Strategy at INSEAD (Fontainebleau).


Expected literature
  • Choi, Nia, and Satyajit Majumdar, 2014: "Social entrepreneurship as an essentially contested concept: Opening a new avenue for systematic future research." Journal of Business Venturing 29.3 (2014): 363-376. 
  • Drucker, Peter, 1989: "What Business Can Learn from Nonprofits." Harvard Business Review, Jul/Aug 1989, Vol. 67.
  • Hockerts K. 2015.”How Hybrid Organizations Turn Antagonistic Assets into Complementarities,” California Management Review, 57(3): 83-106, 2015. 
  • Rawhouser, Hans, Michael Cummings, and Scott L. Newbert. "Social impact measurement: Current approaches and future directions for social entrepreneurship research." Entrepreneurship Theory and Practice 43.1 (2019): 82-115.
  • Wry, Tyler, and Jeffrey G. York. "An identity-based approach to social enterprise." Academy of Management Review 42.3 (2017): 437-460.
  • Hockerts K 2017. “Determinants of Social Entrepreneurial Intentions,” Entrepreneurship Theory and Practice, 41(1) 105-130.
  • Baden-Fuller, Charles; Morgan, Mary S., 2010: “Business Models as Models,” Long Range Planning, 43(2-3), Pages 156-171.
  • Thompson, J; MacMillan, I, 2010: “Business Models: Creating New Markets and Societal Wealth”, Long Range Planning, 43(2-3): 291-307.
  • Yunus M. 1998. Poverty Alleviation: Is Economics Any Help? Lessons from the Grameen Bank Experience. Journal of International Affairs. 52(1): 47-65.

  • Rawhouser, Hans, Cummings, Michael, Crane, Andrew, 2015. "Benefit Corporation Legislation and the Emergence of a Social Hybrid Category." California Management Review, Spring2015, Vol. 57 Issue 3, p13-35.
  • 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.
Last updated on 15-02-2021