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| 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 |
| Min. participants |
30 |
| Max. participants |
60 |
| Study board |
Study Board for cand.merc. and GMA (CM)
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| Course
coordinator |
- Anne-Karen Hüske - Department of Management, Society and
Communication (MSC)
- Kai Hockerts - Department of Management, Society and
Communication (MSC)
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| 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
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| Teaching
methods |
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Last updated on
22-11-2023
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| 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 impact assessment tools
and evaluate how their use affects the performance of your social
business model.
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| Course prerequisites |
| Completed Bachelor degree or equivalent |
| Examination |
|
Social
Entrepreneurship and Business Model Innovation:
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| Exam
ECTS |
7,5 |
| Examination form |
Home assignment - written product |
| Individual or group exam |
Individual exam |
| Size of written product |
Max. 10 pages |
| Assignment type |
Written assignment |
| Release of assignment |
The Assignment is released in Digital Exam (DE)
at exam start |
| 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 retake is a 72-hour, maximum
10-pages home assignment.
If the number of registered candidates for the make-up
examination/re-take examination warrants that it may most
appropriately be held as an oral examination, the programme office
will inform the students that the make-up examination/re-take
examination will be held as an oral examination
instead.
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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
evaluation of the reflection paper 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. Please find the formal exam requirements
here:
https://studentcbs.sharepoint.com/sites/CoursesAndExams/SitePages/en/Formal-requirements.aspx.
Pre-Assignment during June:
Please also note that 3-week summer university courses require
the completion of a pre-assignment during the month of June. So
please make sure to plan in time for this task during the 4 weeks
before the course
starts.
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| Course content, structure and pedagogical
approach |
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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.
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| 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 pedagogy 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). The course is
highly interactive with the corresponding expectation that students
engage actively. Since this is an intensive 3-week course it is
essential that you plan enough time every week both for class
preparation (10-12 hours per week), attending lectures (12-14 hours
per week) and group work after class (10-12 hours per week). An
intensive 3-week ISUP course is thus not made for students who are
working part or full-time while also attending the summer
university. |
| 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.
Please also note that 3-week summer university courses require the
completion of a pre-assignment during the month of June. So please
make sure to plan in time for this task during the 4 weeks before
the course starts. |
| Student workload |
| Class preparation (readings etc) |
82 hours |
| Video interviews with social entrepreneurs (available online
for asynchronous viewing) |
16 hours |
| Group work |
30 hours |
| Lectures |
30 hours |
| Examination (take-home exam) |
48 hours |
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| Further Information |
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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
and grading.
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| 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.
- 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.
- Guan, S., Tian, S., & Deng, G. (2021). Revenue
diversification or revenue concentration? Impact on financial
health of social enterprises. Public Management Review, 23(5),
754-774.
- Lüdeke‐Freund, F. (2020). Sustainable entrepreneurship,
innovation, and business models: Integrative framework and
propositions for future research. Business Strategy and the
Environment, 29(2), 665-681.
- 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.
- Hueske, Anne-Karen, and Edeltraud Guenther. "Multilevel
barrier and driver analysis to improve sustainability
implementation strategies: Towards sustainable operations in
institutions of higher education." Journal of Cleaner
Production291 (2021): 125899.
- 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.
- Hockerts, Kai, Lisa Hehenberger, Stefan Schaltegger, and Vanina
Farber. "Defining and Conceptualizing Impact Investing:
Attractive Nuisance or Catalyst?." Journal of Business Ethics
(2022): 1-14.
- 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.
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