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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 Governance, Law, Accounting & Management
Analytics
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| Programme |
Master of Science (MSc) in Economics and Business
Administration - General Management and Analytics (GMA) |
| 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
|
| Teaching
methods |
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Last updated on
03/11/2025
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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, The exam assignment is written in
parallel with the course |
| 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 this intensive summer university
course requires the completion of two obligatory
pre-assignments during the first half of June as well as attendance
of two virtual online lectures (in early and mid June) during which
you are introduced to the course, start the group work, and begin
problem identification. So please make sure to plan in time for
this task during the 4 weeks BEFORE the on campus part of 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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| Research-based teaching |
|
CBS’ programmes and teaching are research-based. The following
types of research-based knowledge and research-like activities are
included in this course:
Research-based knowledge
- New theory
- Teacher’s own research
Research-like activities
- Data collection
- Discussion, critical reflection, modelling
- Peer review including Peer-to-peer
- Students conduct independent research-like activities under
supervision
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| Description of the teaching methods |
This intensive short 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 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 CBS
summer course is thus not made for students who are working part or
full-time while also attending the summer university.
Please note that due to its nature as a blended intensive programme
(BIP) the course has several virtual components: Two obligatory
"pre-assignment" online sessions (in early and mid June)
in which you get introduced to the course and where group work
begins. There are two weeks presence on-campus classes. Finally,
the last week will again be online sessions at the end of the
course in which we prepare for your exam project. These virtual
sessions are an integral part of the course. |
| Feedback during the teaching period |
The on campus part of 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 intensive CBS Summer university courses
require the completion of two pre-assignments 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 |
|
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
obligatory "pre-assignment" online sessions (see below).
There will be two weeks of in person on campus lectures. Finally,
teaching 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.
Pre-assignment: Two oblighatory
"pre-assignment" online sessions will be held during the
month of June in which you get introduced to the course and where
group work begins. These require the completion of two
pre-assignments 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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| 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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