Content
Topic 1: Introduction to Entrepreneurship
This unit presents the ideas, theories and examples of entrepreneurship. The learning unit is introductory as it focus on explaining key concepts and providing examples, such as entrepreneurship, intrapreneurship, social entrepreneurship and corporate social entrepreneurship. The unit also focuses on the context for entrepreneurship to happen and flourish, including key aspects such as innovation, corporate identity, purpose, perception, rules, routines and the use of the external environment. Specific unit content: Concepts of entrepreneurship Examples of entrepreneurship The entrepreneur and the components of the entrepreneurial mindset
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Topic 2: Introduction to Corporate Social Entrepreneurship
This learning unit introduces the concept of Corporate Social Entrepreneurship (CSE), related theories and ideas. The unit also presents key aspects for individuals implementing CSE to consider and succeed, e.g. corporate identity, need for change, the importance of purpose and perception, rules and routines, networks and stakeholders, use of local circumstances. Based on a real-world approach, the key CSE dimensions and relevant case studies are depicted, which will provide students with the tools to implement CSE.
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Topic 3: Innovation and Entrepreneurship
This learning unit introduces potential entrepreneurs and learners on the subject to the world of business innovation. In a demystifying approach, the technological and non-technological aspects of innovation are explained, as well as the different levels by which business innovation can occur. This unit presents different ways by which individuals can be responsive in their own environment by exploring opportunities, adapting and creating innovative solutions for changing environments. Specific unit content: Business innovation concept The four different types of business innovation The three different levels of business innovation Incremental vs. Radical innovation
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Topic 4: Introduction to strategic planning
This learning unit aims at presenting down-to-earth methods for entrepreneurs to assess their resources and identify the best solutions to explore opportunities, adapt to them and create innovative solutions for their organisations. The unit explores tools that allow ideas to be developed and converted into value for the organisation and its employees. This unit invites the student to visit different perspectives by which strategy can be formulated and implemented. Specific unit content: Explaining strategy and strategic planning Key elements of strategic planning Generic strategies model Strategic stages
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Topic 5: Introduction to social innovation
This learning unit introduces and discusses key concepts to understand social innovation. This learning unit also explores (i) how sustainability can be considered in business operation and culminate with social innovation; and (ii) the connection between social challenges and business innovation. Specific unit content: The issues for sustainability Social innovation concepts Business models for sustainability
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Social Innovation slides for classes
Social innovation, change of social practice and examples
Fields with severe social innovation deficits
Developing a business model for sustainability and social innovation
Social innovation practitioners and the barriers they face
Social innovation quiz
30:00
Introduction to Corporate Social Entrepreneurship

Who are the social innovation practitioners, i.e. people responsible to conceive, promote and execute social innovation projects?

 

 

Social innovation practitioners face many barriers, as follows.

 

•Efficiency: people resist even the most appealing reforms because in the short-run they threaten to worsen performance.
•Interests: people commonly have high stakes in stability. the risks of change will appear great compared to the benefits of continuity.
•Minds: the more the system appears to work, giving people security and prosperity the more its norms will become embedded as part of peoples’ very sense of identity.
•Relationships: Events in the business, government and the social sector depend on personal relationships. Networks of favours and debts can be key for getting things to happen within a stable system, but they are likely to seriously impede any radical change.
 

References

 

•EMBRACE (2020) Handbook for Corporate Social Entrepreneurs. Available at http://csembrace.eu/wp-content/uploads/2021/06/D8-website-version_09.pdf.
•European Commission (EC) (2022) Social innovation. Available online at https://ec.europa.eu/growth/industry/strategy/innovation/social_en (retrieved on 15th February 2022)
•Höll, R. (2022) iVersity, Social Innovation, Available online at https://iversity.org/en/my/courses/social-innovation-mooc-en-november-2015/lesson_units(retrieved on 15th February 2022)
•Howaldt, J. (2022) iVersity, Social Innovation, Available online at https://iversity.org/en/my/courses/social-innovation-mooc-en-november-2015/lesson_units(retrieved on 15th February 2022)
•iVersity (2022) Social Innovation, Available online at https://iversity.org/en/my/courses/social-innovation-mooc-en-november-2015/lesson_units (retrieved on 15th February 2022)

•Mulgan, G., Tucker, S., Ali, R., Sanders, B. (2007) Social innovation: what it is, why it matters and how it can be accelerated. Basingstoke Press.

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