• Classify definitions for social entrepreneurship at various levels of analysis and discuss how these differ in terms of their impact change generation.
• Enumerate the antecedents of social entrepreneurial intentions and how and why they affect intentions formation.
• Apply the notion of antagonistic assets and discuss the process through which they can be turned into social entrepreneurship opportunities with an earned income potential.
• Describe the different organizational forms available for social enterprises and argue for which form is most appropriate for your social enterprise idea (and why).
• Identify different tools to measure the social impact of social entrepreneurship and evaluate which best suits to your group’s idea.

This course contains two obligatory pre-assignment virtual sessions in mid-June, two weeks in person on campus and a final virtual week. It introduces students to organizational social entrepreneurship, a process by which opportunities to create public goods are identified and created. Being an “essentially contested concept” (Choi and Majumdar, 2014) social entrepreneurship is best understood as a cluster concept covering different applications ranging from the launching of social enterprise start-ups to the transformation of industry sectors towards sustainability. In the course we will analyze the antecedents of social entrepreneurship. An essential part of the course will be an introduction to core concepts of social entrepreneurship such as the theory of change, social impact measurement tools, and hybrid organizational form selection. To suplement academic learning with handson project experience students will work in teams on a specific social entrepreneurship problem.

• New theory
• Teacher’s own research

• Data collection
• Discussion, critical reflection, modelling
• Peer review including Peer-to-peer
• Students conduct independent research-like activities under supervision

This is an intensive 3-weeks course that cannot be combined with any other course. It is also not made for students who work part or full-time during this time.

As a blended intensive programme (BIP) the course has several virtual components: Two "pre-assignment" online sessions (see below). There will be two weeks of on campus lectures and group work. Finally, sessions in the last week will again be held online. Visiting students from CBS partner universities can apply for BIP short-term mobility grants. If you are interested please inquire via your own university's Erasmus office.

Moreover, as a BIP the course has several virtual components: Two obligatory "pre-assignment" online sessions which will be held in week 2 and week 3 of June in which you get introduced to the course and where group work begins. These sessions are REQUIRED and you should make sure to attend these. The main part of the course will be two weeks in person lectures and group work. Finally, sessions in the last week of the course will again be virtual and will serve for you to prepare for your exam project.  

Literature recommendations (for up-date see Canvas during preparation time):

Defourny, Jacques, and Marthe Nyssens. 2010. “Conceptions of Social Enterprise and Social Entrepreneurship in Europe and the United States: Convergences and Divergences,” in: Journal of Social Entrepreneurship Vol 1 (No1): 32-53.  

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): 363-376.  

Drayton, W. 2002. The Citizen Sector: Becoming as Entrepreneurial and Competitive as Business California Management Review, 44(3): 120-132.  

Hockerts K 2015. “Determinants of Social Entrepreneurial Intentions,” Entrepreneurship Theory and Practice, forthcoming 2017.  

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

Drucker, Peter, 1989: What Business Can Learn from Nonprofits. Harvard Business Review, Jul/Aug89, Vol. 67 (4): 88-93.  

De Vericourt, Francis, and Miguel Sousa Lobo. "Resource and revenue management in nonprofit operations." Operations research 57.5 (2009): 1114-1128.  

Yunus, M. 1998. Poverty Alleviation: Is Economics Any Help? Lessons from the Grameen Bank Experience. Journal of International Affairs, 52: 47-65.  

Thompson, J; MacMillan, I, 2010: “Business Models: Creating New Markets and Societal Wealth”, Long Range Planning, 43(2-3): 291-307.  

Chen, Ming-Jer. "Competitor analysis and interfirm rivalry: Toward a theoretical integration." Academy of management review 21.1 (1996): 100-134.  

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.  

Villela, Malu, Sergio Bulgacov, and Glenn Morgan. "B Corp certification and its impact on organizations over time." Journal of Business Ethics 170.2 (2021): 343-357.  

Bugg-Levine, Antony; Emerson, J. "Impact investing: Transforming how we make money while making a difference." Innovations 6.3 (2011): 9-18.    

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.  

Symon, Gillian, and Rebecca Whiting. "The sociomaterial negotiation of social entrepreneurs’ meaningful work." Journal of Management Studies 56.3 (2019): 655-684.  

Honig, Benson. "Entrepreneurship education: toward a model of contin¬gency-based business planning." Academy of Management Learning & Education 3.3 (2004): 258-273.  

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