Social entrepreneurship is a rapidly growing movement and it has attracted an increasing attention nationally and internationally in recent years. Numerous institutions such as international organisations (e.g. World Bank), world-class universities, governments, public agencies, private corporations and entrepreneurial firms are paying attention to the phenomenon and dedicating resources to social entrepreneurship. The central driver for social entrepreneurship is the social problem being addressed in an innovative and entrepreneurial way, with an objective to create and sustain social and economic value. Such value creating activity can occur within or across the organisations in the third sector, private, or public sectors (Austin et al., 2006; Zahra et al., 2009) or hybrid organisations that mix elements of non-profit and for-profit organizations. A wide range of employers are increasingly seeking individuals that can apply entrepreneurial and innovative solutions to social and environmental problems.
This module is designed to raise the awareness, and develop understanding, of social entrepreneurship and the emergence of a new form of organisation – social enterprises embedded within a changing national and international socioeconomic and political context. The emphasis is on the entrepreneurial skills and frameworks required to create and manage a growing social venture. You will learn the role that social entrepreneurs play in society and the key challenges that they face in their work; and examine leadership, organisational and structural aspects of social entrepreneurship that are important for the formation and sustainability of social ventures
Aims and Objectives
Transferable and Generic Skills
Having successfully completed this module you will be able to:
- recognise the challenges facing social entrepreneurs and enterprises and identify techniques to tackle those challenges;
- develop effective strategies and practices in pursuing social entrepreneurship underpinned by triple bottom line logic;
- work in, and contribute to, more effectively, a wide range of organisations seeking entrepreneurial and innovative solutions to social and environmental issues, having raised your awareness and understanding of social entrepreneurship and gained skills and frameworks to apply such entrepreneurial knowledge and insights;
- develop in-depth and critical evaluation skills using multiple and competing perspectives in constructing written and oral arguments;
- develop good interpersonal (and team-work) skills in carrying out the group work.
- carry out more effective searches for both qualitative and quantitative information using a wide range of information sources;
Knowledge and Understanding
Having successfully completed this module, you will be able to demonstrate knowledge and understanding of:
- social entrepreneurship and enterprises with a focus on sustainable social and economic value creation;
- social economy and policy making for social entrepreneurship;
- different organisational forms, leadership and strategies in forming and growing social enterprises.
- the notion of triple bottom line (i.e. social, environmental and financial) underpinning social entrepreneurship;
Subject Specific Intellectual and Research Skills
Having successfully completed this module you will be able to:
- diagnose international and national environments by identifying key factors leading to the rise of social entrepreneurship, evaluating characteristics of social economy and policy making for social entrepreneurship;
- critically evaluate underpinning concept of ‘triple bottom line’ and its implications on the establishment and successful management of social enterprises;
- compare and contrast different organisational forms pertaining to the nature of social enterprises in terms of structures, leadership, governance and accountability issues.
- examine the social entrepreneurship process and social enterprises from the perspectives of social innovation and sustainability;
- Key dimensions of social entrepreneurship and characteristics of
social entrepreneurs and characteristics of social entrepreneurs
- Typologies of social enterprises
- Multiple bottom line concept and its implications on establishing
and managing social enterprises
- Sustainable growth of social enterprises
- Organisational forms of social enterprises
- Social innovation, CSR and links to social entrepreneurship
Learning and Teaching
Teaching and learning methods
A number of teaching methods will be used in lectures in order to cater for a variety of learning styles and address the learning needs of the diverse student population. The teaching methods are primarily the lectures that will combine several learning activities. Lectures will typically start with a set of learning objectives or specific questions for the session. Student participation, small group activities and other teaching methods will be integrated in the lectures as warranted. Learning activities will include learning tasks and mini-presentations as groups, case study analysis, problem solving activities, field visits for your group work/presentation (if this option is selected),directed reading, examination and group report. Lectures will be concluded with an overview of lecture’s learning outcomes. In order to enable more efficient listening, participation and note taking in class, you will receive electronically a small package of information for each weekly topic on a session by session basis, which will include copies of any power point slides, essential reading and suggested further reading and preparation for end of module assessment. This will be available on Blackboard. Blackboard is a web based online learning platform that is used to support some or all of the modules that you are studying. The web address for Blackboard is http://blackboard.soton.ac.uk.
|Total study time||150|
Resources & Reading list
Doherty, B., Foster, G., Mason, C., Meehan, J., Meehan, K., Rotheroe, N. and Royce, M. (2009). Management for Social Enterprise. London: Sage Publications.
London, M. and Morfopoulos, R. G. (2010). Social Entrepreneurship: How to Start Successful Corporate Social Responsibility and Community Based Initiatives for Advocacy and Change. New York: Routledge.
Nichollls, A. (2006). Social Entrepreneurship: New Models of Sustainable Social Change. Oxford: Oxford University Press.
This is how we’ll give you feedback as you are learning. It is not a formal test or exam.Set exercises - non-exam
This is how we’ll formally assess what you have learned in this module.
This is how we’ll assess you if you don’t meet the criteria to pass this module.
An internal repeat is where you take all of your modules again, including any you passed. An external repeat is where you only re-take the modules you failed.
Repeat type: Internal & External