- The goal of the course is to provide students with competencies and skills necessary for understanding, implementing and managing social enterprises. Through case studies, best practices, tools and templates students will learn the peculiarities of such enterprises. General knowledge in business management and an interest in learning about using business models to solve the social and environmental challenges of the world are the prerequisites to the course.
- Challenges of funding social ventures and measurement of social impact
- The field and nature of social entrepreneurship
- Social opportunity recognition and assessment tools
- Strategic plan development for a social venture
- Nature, strengths and limitations of different organizational structures in social entrepreneurship
- Instruments for measuring social impact
- Scaling strategies and enhancers in social entrepreneurship
- Mapping the field- social enterprise and country specificity of social entrepreneurship• Market and government failures and role of social enterprises in their fulfillment • Recent developments that make social entrepreneurship possible • Characteristics of social enterprises • Similarities and differences between social entrepreneurship and business-as-usual • Peculiarities of social entrepreneurship in different national contexts
- Types of social opportunities• Recognizing social opportunities • Social opportunity assessment tool • From opportunity to mission
- Measuring social impact• Value of measuring venture’ social impact • Steps involved in measuring, quantifying, and monetizing impact for a venture’ stakeholders (investors, management team, employees, etc.)
- Funding social ventures• Challenges of funding • Awareness of investor intention across social capital market • Value and mission alignment with investors • Impact investing market & its categories • Investment decision and diligence process of social investors • Building partnership with investors for impact
- Organizational Structure• Importance of organizational structure in relation to financing, accounting and legitimacy • Pure non-profit structural form • Pure for-profit structural form • Hybrid structural form
- Developing a strategic plan for a social venture• Information needed for a social venture plan • Developing a concept summary for a social venture • Framework and steps for structuring a social venture plan
- Theory of change and business models used by social entrepreneurs• Theory of change and impact ladder • Specificity of business models in social entrepreneurship • Types of business models in social entrepreneurship • Business model canvas for social enterprises
- Scaling the social venture• The salient reasons for scaling a social venture • Obstacles of scaling • Organizational capacities essential to a scaling effort • Strategies for scaling of social ventures
- Interim assessment (3 module)0.4 * Exam (E) + 0.4 * Group Assignments (4) + 0.2 * Individual Assignments (2)
- Dees, J. G., Anderson, B. B., & Wei-Skillern, J. (2004). Scaling Social Impact. Stanford Social Innovation Review, 1(4), 24–32.
- Porter, M. E., & Kramer, M. R. (2011). Creating Shared Value. Harvard Business Review, 89(1/2), 62–77. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=56698455
- David Bornstein, & Susan Davis. (2010). Social Entrepreneurship : What Everyone Needs to Know®. Oxford University Press.