Curs 2009-2010

Llicenciatura en Administració i Direcció d'Empreses

Llicenciatura en Economia

Creació d'Empreses Socials-Social Entrepreneurship (82894) 

 
Descripció
In this course we will analyze social entrepreneurship as a mechanism to resolve social problems through building business that are profitable and innovative. We will be based our outlook on the premise that if we examine social problems through the lens of an entrepreneur that detects opportunities and develops innovative and competitive business models, we will be able to create businesses that will generate social benefits in a sustainable manner and able to generate economic benefits as well. Instead of the traditional business creation course, where the main focus is on creating businesses of economic utility, in this course we will examine the strategy of combining the analysis of social problems or needs with the creation of a business that generates revenue and is financially self-sustained.
Through the analysis of case studies and various readings; the discussion of theoretical concepts and real situations, and presentations by leaders of social businesses, who will describe their experiences, the student will be able to determine the strengths and weaknesses of the different social entrepreneurial outlooks and models and work within frameworks for opportunity analysis for the development of social ventures.
This course is directed to innovative students interested in promoting social and economic wealth independently of their academia area of interest.

Tema 1
Introduction to social entrepreneurship. Its importance in the economic world. The definition of mission and objectives of a social enterprise.

Tema 2
Recognizing and evaluating opportunities to attain social objectives in a sustainable  manner.

Tema 3
Social problems and social entrepreneurship in practice.  Approaches to addressing social problems through viable ventures

Tema 4
The search and mobilization of resources within the context of social entrepreneurship. New mechanisms of financing.  Financial management in social enterprises. Evaluation of results.

Tema 5
Generating alliances. Its importance and difficulties. The challenge of growing inside a global economy.

Tema 6
The responsibility of the social entrepreneur. The importance of corporate governance to social enterprises.

Bibliografia obligatòria

A Report From the Good Ship SROI. Gair, REDF, SROI Collection, 2000. www.redf.org/publications-sroi.htm.
ANDREASEN, A. R. Profits for Nonprofits. Harvard Business Review, 74(6). 1996. Pàg. 47-55.
BORNSTEIN, D. The Barefoot Bank with Cheeks. The Atlantic Monthly, 276(6). 1995. Pàg. 40-47.
BOSCHEE, J. Social Entrepreneurship. Across the Board, 32. 1995. Pàg. 20-23.
DAHLE, Cheryl. Social Capitalists. Fast Company Magazine. http://www.fastcompany.com/magazine/78/social_intro.html).
DEES, J. G. Enterprising Nonprofits. Harvard Business Review, 76(1). 1998. Pàg. 12.
DEES, J. G. The Meaning of Social Entrepreneurship. 1998. http://www.gsb.stanford.edu/csi/SEDefinition.html.
DRAYTON, W. The Citizen Sector: Becoming as Entrepreneurial and Competitive as Business. California Management Review, 44(3). 2002. Pàg. 120-132.
EMERSON, J. The Blended Value Proposition: Integrating Social and Financial Returns. California Management Review, 45(4). 2003. Pàg. 35-51.
EMERSON, Jed. Note on innovations in Philantropy. Working Paper Stanford University, SI-05. 2000.
"Frontlines: Credit to the Poor". Stanford Social Innovation Review. 2003.
HART, S. L. Beyond Greening: Strategies for a Sustainable World. Harvard Business Review, 75(1). 1997. Pàg. 75-76. http://www.gsb.stanford.edu/ssir/Summer2003/FRONTLINES.pdf
JOHNSON, H. H. Corporate Social Audits-This Time Around. Business Horizons, 44(3). 2001. Pàg. 29-37.
LETTS, C. W.; RYAN, W. Virtuous Capital: What Foundations Can Learn from Venture Capitalists. Harvard Business Review, 75(2). 1997. Pàg. 36-44.
PORTER, M. E.; KRAMER, M. R. Philanthropy´s New Agenda: Creating Value. Harvard Business Review, 77(6). 1999. Pàg. 121-130.
WAYBURN, T.L. Social problems and solutions. http://dematerialism.net/socialproblemsandsolutions.htm

Bibliografia recomanada

BIRCHARD, B. Nature's Keepers. The remarkable story of how the Nature Conservancy became the largest environmental organization in the world. San Francisco: Jossey-Bass, 2005.
BORNSTEIN, D. How to Change the World. Nova York: Oxford University Press, 2004.
DEES, J. G.; EMERSON, P. Enterprising Non Profits. Wiley, 2001.
GUNTHER, M. Faith and Fortune, The Quiet Revolution to Reform American Business. Nova York: Crown Business, 2004.
HOPKINS, B. A Legal Guide to Starting and Managing a Nonprofit Organization. Nova York: John Wiley & Sons, 1993.
KOTLER, P.; ANDREASEN, A. Strategic Marketing for NonProfit Organizations. Nova Jersey: Prenctice Hall, 1996.
LA PIANA, D. Play to Win: The Nonprofit Guide to Competitive Strategy. Jossey-Bass, 2005.
LOVINS, A.; LOVINS, H.; HAWKEN, P. Natural Capitalism. Nova York: Little Brown, 1999.
PATTON, R. Managing and Measuring Social Enterprises. Londres: Sage Publications, 2003.
REINHARDT, F. Down to Earth. Cambridge, MA: Harvard Business School Press, 2000.
SHORE, B. Revolution of the Heart. A New Strategy for Creating Wealth and Meaningful Change. Nova York: Riverhead Books, 1995.
SMITH, Bucklin and Associates. The Complete Guide to Nonprofit Management. Nova York: John Wiley & Sons, 1994.

Avaluació

Participation and assistance: 20%
Students are required to attend sessions, come prepared and actively participate in class discussion.  Emphasis is based on quality participation rather than quantity.
Research paper on the meaning of social entrepreneurship: 15%
Since social entrepreneurship is an emerging field, controversy exists over its meaning, trends and players. Students are required to research these issues through internet, newspapers, magazines, library resources, etc. and write a 3 page essay.  The findings will be discussed in class.
Analysis of real ventures: 25%
Students will analyze a real social venture, write a 3-4 page report and share the findings with the rest of the class.  Findings should include description of the venture, problems addressed, critical analysis of its approach to solving them, analysis of the business model used, funding, sustainability and originality.
Reflection of a speaker's message: 10%
Students will reflect on the presentation done by the speaker, and critically analyse it using the learning acquired in the course (readings, research, and discussions).  They will write a 2 page paper on the analysis and share it with the rest of the class.
Opportunity evaluation and analysis: 40%.
Students will identify a social issue or problem of interest, analyze the opportunity for building a social business to address it and write a 10 page paper.  The paper should describe the problem, its importance; the organizational form of the proposed venture and the reason behind that form; the strategy that the venture will use to solve the problem; what other organizations exist that address the same problem and how they differ from the proposed one; the innovative features or the potential venture; the stakeholders; funding strategies and sustainability; possible negative and positive externalities that might arise from the venture; risks and obstacles and ways to overcome them.
Students can work alone or in groups up to four.  A power point presentation (about 15 minutes long) will be required.