Prof Harm Barkema NAB 4.24

This course is compulsory on the MSc in Social Innovation and Entrepreneurship. This course is not available as an outside option.

The course is a rigorous examination of key insights, concepts and theoretical frameworks that are essential in understanding social innovation and enterprises. Students learn to understand, synthesise and relate these insights, concepts and theoretical frameworks to real-life empirical phenomena and problems through interactive lectures, facebook discussions, cases, empirical studies and videos. In a very practical sense, students will apply this knowledge in a group marketing project and will grapple with effecting social change in relation to such topics as team management, motivation and cross-sector collaboration in the OB portion of the course. 

More specifically, students learn:

• Key theoretical approaches (viz organisational behaviour and marketing) to understanding social innovations and entrepreneurship;
• Empirical findings - typically from recent management research and related fields; this is a young field - on how management aspects of social innovations and enterprises are associated with social impact;
• A rigorous synthesis of the most important marketing and organisational behaviour (e.g. leadership, motivation, team development) insights, concepts, theoretical approaches to set-up, manage, and scale up social innovation and enterprises;
• Relating theoretical and methodological insights, concepts and frameworks for social innovation and enterprise to real world phenomena and social problems, through a group project;
• Also importantly this course provides essential knowledge for the individual design or consulting projects on actual management problems for social innovation and enterprise in the capstone/dissertation course.

15 hours of lectures in the MT.

Five weeks will focus on core insights from organisational behaviour and five weeks will focus on marketing with the aim of imparting key managerial knowledge and skills required to catalyse the changes required to launch and lead successful entrepreneurial ventures in social innovation.

Reading week in Week 6 in line with Department of Management policy.

Students will be expected to produce 1 essay in the MT.

The formative essay is a voluntary 'pre-run' of a summative essay, where the academic insights of the course are combined and synthesised with new insights sourced from academic literature by the student to analyse a real life case. Students received feedback on their formative essay in the same way they get feedback on the summative essay.

Karnani, A., 2007. The Mirage of Marketing to the Bottom of the Pyramid: How the Private Sector Can Help Alleviate Poverty. California Management Review 49 (4), 90-111.

Madeline Powell, Stephen P. Osborne, "Can marketing contribute to sustainable social enterprise?", Social Enterprise Journal, (2015) Vol. 11 Iss: 1, pp. 24-46.

WK Smith, ML Besharov, AK Wessels, M Chertok (2012). A paradoxical leadership model for social entrepreneurs: Challenges, leadership skills, and pedagogical tools for managing social and commercial demands. Academy of Management Learning & Education 11 (3), 463-478.

Fehrler, Sebastian and Michael Kosfeld, [2012], ìPro-Social Missions and Worker Motivation: An Experimental Study, î IZA DP No. 6460.

Alvord, Sarah H. Brown, L. David and Letts, Christine W (2004) Social Entrepreneurship and Societal Transformation: An Exploratory Study. The Journal of Applied Behavioral Science, September 2004; vol. 40, 3: pp. 260-282.

Project (45%, 2500 words) and class participation (10%) in the MT.
Essay (45%, 2500 words) in the LT.