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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Strategic Planning
Understanding strategy and strategic planning
Established examples of strategy
The stages in Strategic Planning
Strategic Planning Quiz
30:00
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

Even though business strategy is key to provide a better control of any organisation, many entrepreneurs struggle with strategy. Despite recognising the importance of reaping benefits from aligning decision making, they get stalled during the strategic planning process of their business. Business strategy is a set of guiding principles that, when communicated and adopted in the organisation, generates a desired pattern of decision making (Watkins, 2007). 

 

(Watkins, 2007)

 

The mission, network, strategy, and vision define together the strategic direction for a business by providing the what, who, how and why necessary to align action in complex decision making (Watkins, 2007).

 

The strategic direction of a business is directly influenced by the strategic planning, which involves the making of an integrated set of choices that collectively position the firm in its industry so as to create sustainable advantage relative to competition and deliver superior financial returns (Martin, 2013).

 

 

As per figure above, there are three main levels by which planning can be formulated in an organisation, namely strategic, tactical and operational. Differing between these levels is straightforward. Strategic planning involves the entire organisation, tactical planning involves selected areas of the organisation, and operational planning provides resource allocation to each part of tactical plans (Ackoff, 1999).

 

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