MG318 Half Unit
Social Enterprise Design Fundamentals
This information is for the 2025/26 session.
Course Convenor
Dr Nadia Millington
Availability
This course is available on the BSc in Management. This course is not available as an outside option to students on other programmes. This course is not available to General Course students.
This course has a limited number of places (it is capped). This course is not available to students with timetable clashes due to Harvard style of teaching.
Requisites
Additional requisites:
3rd Year BSc Management students only.
Course content
The lecture weeks (5 weeks):
During the foundational element, students will be provided with a theoretical overview of this young field, including but not limited to:
- Introduction to social enterprise- definitions / taxonomies of social innovation/business models for social innovation
- Solving social problems- human centered vs problem centric vs opportunity centric approaches
- Theory of change
- Designing social business models & social Innovation
- Social impact measurement
Throughout the course, examples are given of real social enterprises in order to give practical insight to complement the theory and cases studies where applicable will be utilised.
The Interactive Lecture weeks (5 weeks):
During the interactive lecture weeks, students will often be provided with a short lecture followed by interactive exercises that help them to develop the initial stages of a social enterprise. Students will then develop a draft business model and conduct some minimum viable product testing to check the validity of their recommendations. An advantage of the course for students will be an opportunity to discover lean and human centered design principles as an approach to problem solving that spans many social disciplines and is being used by social scientists, creative designers and world class entrepreneurs
Ethical limitations:
Students will be encouraged to engage in developing solutions to problems without complex ethical considerations, as there is insufficient time for the students to get approval for these projects from the Ethics Committee before the term concludes. More specifically students will be steered away from working with:
- Minors
- Vulnerable populations such as refugees / homeless without a third party (the logic is that an established third party can provide the structure for students to approach these populations in a safe way)
- Any domestic violence related initiative
- Other such initiatives that would mean that the team cannot self-certify its project
Further students will be advised of LSE’s ethical standards to ensure that they comply with them fully in the execution of their projects.
Teaching
1 hours of help sessions and 20 hours of lectures in the Winter Term.
This course has a reading week in Week 6 of Winter Term.
In its Ethics Code, LSE upholds a commitment to intellectual freedom. This means we will protect the freedom of expression of our students and staff and the right to engage in healthy debate in the classroom.
Formative assessment
Student groups will be expected to produce an interim group presentation to illustrate their progress. Additionally, students will have the option to submit one essay during the Winter Term for grading. The essay question will be provided by the course leader.
Indicative reading
- Dees, J.G. (1998a), The Meaning of Social Entrepreneurship, Stanford University: Center for Social Innovation, Graduate School of Business, Kauffman Center for Entrepreneurial Leadership, Ewin Marion Kauffman Foundation, available at https://centers.fuqua.duke.edu/case/wp-content/uploads/sites/7/2015/03/Article_Dees_MeaningofSocialEntrepreneurship_2001.pdf
- Zahra, S. A., Gedajlovic, E., Neubaum, D. O., & Shulman, J. M. (2009). A typology of social entrepreneurs: Motives, search processes and ethical challenges. Journal of Business Venturing, 24(5), 519–532.
- Battilana, J., & Lee, M. (2014). Advancing Research on Hybrid Organizing - Insights from the Study of Social Enterprises. Academy of Management Annals, 8(1), 397–441. https://doi.org/10.1080/19416520.2014.893615
- Yunus, M., Moingeon, B., & Lehmann-Ortega, L. (2010). Building social business models: Lessons from the Grameen experience. Long Range Planning, 43(2–3), 308–325
- Giacomin Joseph (2014) What is Human Centred Design? The Design Journal. Vol 17(4) pp 606-623
Assessment
Presentation (50%)
This component of assessment includes an element of group work.
Essay (50%, 1400 words)
For detailed assessment information, including all deadlines and timings, please see the relevant course Moodle page. Assessment timings will be available at the start of each term.
Key facts
Department: Management
Course Study Period: Winter Term
Unit value: Half unit
FHEQ Level: Level 6
CEFR Level: Null
Total students 2024/25: 31
Average class size 2024/25: 31
Capped 2024/25: NoCourse selection videos
Some departments have produced short videos to introduce their courses. Please refer to the course selection videos index page for further information.
Personal development skills
- Leadership
- Self-management
- Team working
- Problem solving
- Communication
- Commercial awareness
- Specialist skills