SMO 445/645
Social Entrepreneurship
Instructor: Madeline Toubiana Term: Winter 2020
Office: my house ;) Classroom: zoom ;)
Office Hours: TBA Time: Wed 6:00 to 8:50 pm
Skype: madelinecanada E-mail: [email protected]
“Social entrepreneurship is a different way of approaching problems in the world. It means coming up with innovative solutions to society’s most pressing social problems. It means offering new ideas for wide-scale change. It means finding what is not working in a system, and changing it – without waiting for others to lead. It means bringing a vision of a better world together with the realistic, practical steps
of getting there.”
– Ashoka: Changemakers for the Public
Course Description
Welcome to SMO 445/645 the business school’s foundational course on social entrepreneurship.
This course offers a practical introduction for students interested in the increasingly popular phenomenon of social entrepreneurship. The course focuses on key concepts in the field of social entrepreneurship and social enterprise, introducing students to the range of business models used to pursue both social and financial objectives. It presents and details the challenges facing social entrepreneurs and reviews strategies for recognizing social opportunities, developing a strategic plan, funding social ventures, and measuring social impact.
Ideas and skills learned in this course will better enable students to:
• play a role in designing, operating, or consulting for social enterprises,
• understand how to infuse non-profit organizations with a spirit of social innovation and practical financial sustainability, and
• understand the opportunity for integrating social initiatives and innovation into traditional business enterprise.
The course provides an opportunity to interact with social entrepreneurs and to develop your own plans for a social innovation.
Key Objectives
Social entrepreneurship’s growth continues worldwide as it attracts attention, talent, and funding.
With this popularity there is a great need to understand social entrepreneurship opportunities and what they involve. It is my objective that by the end of this course you will:
• Improve your understanding of the need for social entrepreneurship and how it differs from conventional entrepreneurship and those of for-profit and non-profit enterprises.
• Garner knowledge surrounding how to evaluate and identify potential social opportunities.
• Develop an appreciation for the process of starting a social enterprise, including developing a strategic plan, obtaining funding, measuring social impact and scaling social endeavors.
• Have the ability to identify different organizational structures and their distinct advantages and disadvantages.
• Gain exposure to the challenges facing social entrepreneurs through direct interaction with a social entrepreneur, and refine your understanding of the possible approaches to confronting and managing some of these challenges.
Required Reading Material
Jill Kickul & Thomas Lyons “Understanding Social Entrepreneurship: The Relentless Pursuit of Mission in an Ever Changing World”, 3rd Edition Routledge, 2020
e-copy available from
https://www.vitalsource.com/referral?term=9781317444534
Course Readings not in textbook (listed below) are available online through the U of A library or through eclass
Cases are available online as a course pack from https://hbsp.harvard.edu/import/766818 Zoom Lectures
All classes will be held live and through zoom. The link to the zoom meetings is in eclass and below:
Join Zoom Meeting
https://ualberta-ca.zoom.us/j/99411353529?pwd=T0sySC9GR1c4QUkraVYvV1RxbEp4dz09 Meeting ID: 994 1135 3529
Passcode: 5p217t
If zoom fails for any reason, we will use google meet at meet.google.com/mwn-bahm-pbb Course Grading
The final grade will be assigned based on the U of A grading system (A+; A; A-; B+; B; B-; etc.) 100 total points are allocated for assignments. I will mark each assignment in points, and
accumulate them to assign your earned grade. The final grade will be assigned based on the U of A grading system (A+; A; A-; B+; B; B-; etc.) A full description can be found at
http://www.registrar.ualberta.ca/calendar/Regulations-and-Information/Academic- Regulation/23.4.html
Late Assignment Policy
Assignments will be accepted on a late basis only with exceptional cause, such as incapacitating illness, severe domestic affliction or other compelling reasons (including religious conviction).
Any assignment that is late for any other reason will have ten (10%) per cent of the grade deducted for each day that assignment is late.
University Policy on Recording
Audio or video recording of lectures, labs, seminars or any other teaching environment by students is allowed only with the prior written consent of the instructor or as a part of an
approved accommodation plan. Recorded material is to be used solely for personal study, and is not to be used or distributed for any other purpose without prior written consent from the instructor.
Special Needs
I would like to hear from anyone who has a disability that may require some modification of seating, testing or other class requirements so that appropriate arrangements can be made. Please see me before or after class. Special arrangements must be made before any tests are
administered.
Code of Student Behaviour
“The University of Alberta is committed to the highest standards of academic integrity and honesty. Students are expected to be familiar with these standards regarding academic honesty and to uphold the policies of the University in this respect. Students are particularly urged to familiarize themselves with the provisions of the Code of Student Behaviour (online at
www.ualberta.ca/secretariat/appeals.htm) and to avoid any behaviour, which could potentially result in suspicions of cheating, plagiarism, misrepresentation of facts and/or participation in an offence. Academic dishonesty is a serious offence and can result in suspension or expulsion from the University.” (GFC 29 SEP 2003) Note: Please read the University’s policy on plagiarism at http://www.ualberta.ca/SECRETARIAT/chtsheet.pdf http://www.governance.ualberta.ca/ and the "Don't Cheatsheet" on the University Governance website at:
http://www.governance.ualberta.ca/ (From the drop down menu click on Student Appeals and navigate to the Don’t Cheatsheet)
Assignments and Assessments
Class Participation 15%
Reflection Paper – Identify a Social Issue 15%
Report on Interview with Social Entrepreneur 30%
Social Entrepreneurship Proposal 40%
Total 100%
Class Participation (15%)
• You are expected to complete all readings and contribute to class discussion.
Participation demands that you must both attend and contribute to each class. This means you will need to have your camera and audio on throughout the zoom lecture. Please plan for this and ensure appropriate lighting and sound.
Your grade will be determined by both self-evaluation and teacher evaluation based on both the quality and quantity of your contributions to the class. You will be required to complete a self-evaluation each class and submit it to me at the end of class. Failure to do so will result in a participation grade of zero for that class.
MBA student’s participation grade will also require them to be a case leader for one class. This role involves leading the case discussion for the case. Students can select the cases they wish to lead during the first class of the semester.
Absence in class will also result in a score of zero for that week’s participation unless you submit official documentation or reach out to me in advance. Students who have
legitimate and documented reasons for missing class will be required to submit a one- page summary of the readings for the week with 3 discussion points. If for any reason you do not feel comfortable participating in class, please speak with me within the first week so we can make appropriate arrangements.
Link for the form: https://forms.gle/k68qqvrnq5TpBAEu9 Reflection Paper (15%)
• Students will be asked to write a 1-2 page reflection paper that identifies a pressing social problem within society that they are concerned about. Students should (drawing on the social opportunity assessment tool) identify one potential opportunity that addresses this social problem, but the reflection should also include a personal rationale for interest in this social issue and the opportunity it provides.
Report on Interview with Social Entrepreneur (30%)
• Students will be required to conduct an interview with one social entrepreneur. While encouraged to look locally, your interview can be done over zoom with social entrepreneurs outside of Edmonton (preference for Canadian social entrepreneurs). Students are requested to tape record their interviews with the social entrepreneurs. The focus of the interviews should be on;
o Understanding why the individual decided to be a social entrepreneur and what they did previously.
o Discovering how the individual came to be interested in a particular social opportunity.
o Revealing the process the entrepreneur used to evaluate the feasibility of their social opportunity and what adjustments were made as a result.
o Highlighting the biggest challenges the individual faced during start-up and in daily operation.
After conducting the interviews, students are expected to write a 4-6 page report that includes the social entrepreneur’s personal drivers, opportunity identification and evaluation process, and challenges faced during start-up and daily operation.
Social Entrepreneurship Proposal (40%)
• You will have the opportunity to develop a business model canvas for your own social venture. This can be done individually or in groups up to 4.
• Students will be required to submit a business model canvas and value proposition canvas. In addition to the items outlined on the two canvases the proposal will need an introduction that outlines the social opportunity in more detail (use social opportunity assessment tool) and the proposed organizational structure. These elements of project will be worth 70% of the project grade.
• During the last week of class, students will be asked to present their plan to the class in a
“pitch”. Each presentation should be a maximum of 20 minutes. The presentation will be worth 30% of the consulting project grade
Each student will be asked to submit a peer evaluation of the contribution of each group member, this may result in adjustments to individual grades of members of the group. Student groups can meet with me throughout the duration of the course to provide regular updates on their progress and to discuss any challenges that the group may be facing.
Submitting Assignments
Assignments are due in lecture at the start of the class on their due dates and you are required to hand in your assignment by the beginning of lecture on the due date. You are also required to hand in your paper to eclass no later than the beginning of lecture on the due date. E-mailed assignments will NOT be accepted unless previous arrangements have been made with me due to documented medical reasons or other similar concerns. After 6:30pm, a late penalty will be assigned (10%/day).
Schedule of Topics, Readings and Due Dates
Date Topic Assigned Readings, Cases, etc. Assigned work due
Jan. 6 (now also on Jan 13)
Why Social
Entrepreneurship? Understanding Social Entrepreneurship – Chapter 1 Optional Reading –
David Bornstein & Susan Davis “Social
Entrepreneurship: What Everyone Needs to Know”
Oxford University Press, 2010, pgs: 1-47 Jan 13 What is Social
Entrepreneurship? Understanding Social Entrepreneurship – Chapter 2
“Social Entrepreneurship: The Case for Definition”, by Martin & Osberg. Stanford Social Innovation Review, Spring 2007:
http://www.ssireview.org/articles/entry/social_entrepren eurship_the_case_for_definition/
Jan. 20 Recognizing Social
Opportunities
Understanding Social Entrepreneurship – Chapter 3 CASE STUDY:
Social Entrepreneurship on Fogo Island (A) GUEST SPEAKER:
Kori Chilibeck, Founder Earth Group
Jan 27 Lean Start-up Understanding Social Entrepreneurship – Chapter 4 CASE STUDY:
Polarstern Energy – Sustainable Change Led by Innovative Entrepreneurs OIKOS
Feb. 3 Developing a
strategic plan Understanding Social Entrepreneurship – Chapter 5 CASE STUDY:
ATREE: Social Entrepreneurship in Vembanad GUEST SPEAKER:
Maureen Murphy-Black, Edmonton EATS
Reflection Paper Due at Beginning of Class
Feb. 10 Organization Structure/ Models of Social
Entrepreneurship
“Social Enterprise Typology” by Kim Alter. pgs. 23-51 https://www.globalcube.net/clients/philippson/content/m edias/download/SE_typology.pdf
CASE STUDY:
Kiva vs. MyC4: Business Model Innovation in Social Lending
GUEST SPEAKER:
Paul Cabaj – Alberta Community and Cooperatives Association
Optional Reading –
“Legislative Innovations” by Chung, Convery, Golden,
& Hewitt, MaRS White Paper Series, 2010 (available for download online)
Understanding Social Entrepreneurship – Chapter 6 Alter 2006. “Social Enterprise Models and Their Mission and Money Relationships”. In: Nicholls, A.
(Ed.) Social Entrepreneurship: New Models of
Sustainable Social Change: Oxford: Oxford University Press, pp. 205-232.
https://probonoaustralia.com.au/news/2020/05/reimagini ng-your-social-enterprise-business-model-post-covid- 19-the-16-social-enterprise-model-types/
Feb 17 READING WEEK
Feb 24 Funding Social
Ventures Understanding Social Entrepreneurship – Chapter 7 CASE STUDY:
Vox Capital: Pioneering Impact Investing in Brazil GUEST SPEAKER:
Jane Bisbee from Social Enterprise Fund (confirmed) Optional Reading –
“Social Venture Finance” by Golden, Hewitt,
Lewkowitz, McBane & Torjman, MaRS White Paper Series, 2009 (available for download online)
Report on Interview with Social
Entrepreneur Due at Beginning of Class
March 3 Measuring Social
Impact Understanding Social Entrepreneurship – Chapter 8 Ebrahim, A. and V.K. Rangan. 2014. "What Impact? A Framework for Measuring the Scale & Scope of Social Performance." California Management Review 56, no. 3 (Spring 2014): 118–141.
CASE STUDY:
Acumen Fund: Measurement in Impact Investing (A) Optional Reading –
Kramer, M. R. (2005). Measuring Innovation:
Evaluation in the Field of Social Entrepreneurship, pp.8- 28.
Sawhill, J. C. & Williamson, D. (2001). Mission impossible? Measuring success in non-profit
organizations. Nonprofit Management & Leadership, 11(3), pp. 371-386.
March
10 Scaling Social
Ventures Bradach, D. (2003) “Going to scale: The challenges of replicating social programs”. Stanford Social Innovation Review, pp. 19-25
CASE STUDY:
LifeNet International's Transformation of African Healthcare via Social Franchising
GUEST SPEAKER:
Brooks Hanewich, Matchwork co-founder, EndPoverty Edmonton
Optional Reading –
Understanding Social Entrepreneurship – Chapter 9 Westley, F., Antadze, N., Riddell, D. J., Robinson, K.,
& Geobey, S. (2014). Five Configurations for Scaling Up Social Innovation: Case Examples of Nonprofit Organizations From Canada. Journal of Applied Behavioral Science, 50(3), 234-260.
March
17 Social
Intrapreneurs Understanding Social Entrepreneurship – Chapter 10 CASE STUDY:
Ford Motor Company: New Shades of Green Through Soy Foam
Optional Reading –
Meyerson, D. E. (2004). The tempered radicals: How employees push their companies – little by little – to be more socially responsible. Stanford Social Innovation Review, Fall, pp.14-23.
March
24 Challenges of
hybridity Bacq, S., Battilana, J., & Bovais, H., Trojan Horse…:
How Organizational Governance Can Support the Joint Pursuit of Social and Financial Goals
CASE STUDY:
Inner City Renovation: Rebuilding Properties, Lives and Communities
GUEST SPEAKER:
Sophie Bacq – Thought leader, Associate Professor Optional Reading –
Beard et al. 2011. It's Hard to be Good. Harvard Business Review, 89(11): 88-96.
Battilana, J., & Lee, M. 2014. Advancing research on hybrid organizing – insights from the study of social enterprises. Academy of Management Annals, 8: 697- 441.
Cochran, P. L. (2007). The evolution of corporate social responsibility. Business Horizons, 50, pp. 449-454.
London, M. (2008). Leadership and advocacy: Dual roles for corporate social responsibility
and social entrepreneurship. Organizational Dynamics, 37(4), pp. 313-326.
March
31 Support
Ecosystems Understanding Social Entrepreneurship – Chapter 12 Bloom, P. N. & Dees, G. Cultivate your Ecosystem.
Social Innovation Review. Winter 2008 GUEST SPEAKER:
Adam Danyleyko, Startup Edmonton
April 7 Presentations, Report Back and Report’s Due Social
Entrepreneurship Proposal Due.