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The key elements of Corporate Social Entrepreneurship (CSE) – CSELab
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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What is Corporate Social Entrepreneurship (CSE)?
The journey from Corporate Social Responsibility (CSR) to Corporate Social Entrepreneurship (CSE)
The key elements of Corporate Social Entrepreneurship (CSE)
How to implement CSE?
CSE practices and CSE stages (group activity)
03:00:00
Designing a CSE organisation from the scratch (group activity)
03:00:00
Corporate Social Entrepreneurship slides for classes
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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Introduction to Corporate Social Entrepreneurship

There are four key elements of CSE, introduced as follows.

The 4 key elements of CSE are explained in details below.

Key element 1: Fostering an enabling CSE culture

For organisations to move from their old approach to CSR to the CSE approach they must adopt an entrepreneurial mindset and cultivate an entrepreneurial environment  in order to integrate the social, environmental and economic values into its mission and strategy.

The organisation is a way of disseminating social, environmental and economic values through it structure and dynamics, for example:

-Introduction of performance indicators to measure the creation of social, environmental and economic values;

-Promoting participation in decision-making processes;

-Involvement of all organisational actors in promoting social, environmentaland economic values through their practices.

Key element 2: Promoting corporate social intrapreneurship

Individuals within the enterprise who are focused on fostering and bringing about the internal organizational transformation and innovation that moves the organization to more advanced state of CSR.

 
CSE needs corporate social intrapreneurs to be constantly innovating and developing their existing managerial approaches, taking to account the triple bottom line perspective.
 

Key element 3: Amplifying corporate purpose and values

 
The values-based organizations see themselves as trustworthy, moral agents, capable of generating trust based on sustained ethical behavior and innovative solutions to social problems. Social and environmental values are a structural component, a cornerstone of the organisational identity (besides the economic value).

How to measure and assess those values?

Through non-financial reporting (Sustainability report, Environmental report, Social report, Triple bottom line report, Corporate citizenship report, Health, safety and environment report and Community report) (Iansen-Rogers and Molenkamp, 2008).

 
Check the Global Reporting Iniciative (link) standards to learn more about the standards used for sustainability reporting.
 
EMBRACE (2021a)
 

Key element 4: Building strategic alliances to co-generate value

 
CSE aims to ensure that the purpose of the organisation is to optimise return to internal and external stakeholders, promoting a win-win relationship. It will commonly lead to a more sustainable organisation.
 
The purpose of CSE is to discover ways to make returns complementary and synergetic rather than competitive. Collaboration with external stakeholders, namely through partnerships to promote innovative solutions to previouslyidentified social, environmental and economic problems.
 
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