2nd degree (Master)
glocal community development studies
Coordinator Office Hours:
Dr. Jonathan Mirvis
This course deal with the key concepts and of social entrepreneurship. While a differentiation is made between this field and commercial entrepreneurship, applicable paradigms from the latter are studied
The goals are to enable the students to master the language and literature of social entrepreneurship. Furthermore as practitioners in the field they should be able to apply the principle to their endeavors
Learning outcomes - On successful completion of this module, students should be able to:
Students should be able to to participate meaningfully in social entrepreneurial startups
Teaching arrangement and method of instruction:
Entrepreneurship and Social Innovation
Dr Jonathan Mirvis
Student Reception hours: Monday 1230-2 Room 407
1. Active Participation
2. Reading of Articles’
3. Submission of Final assignment
The Foundation Concepts
1. Schumpeter, J.A. (2000). “Entrepreneurship as Innovation”. In: R. Swedberg (Ed.). Entrepreneurship: The Social Science View. Oxford: Oxford University Press, pp. 51-75.
2. Dees, J.G., and Economy, P. (1998). The Meaning of “Social Entrepreneurship".
3. Young, R. (2006). “For What It is Worth: Social Value and the Future of Social Entrepreneurship”. In A. Nicholls (Ed.). Social Entrepreneurship: New Models of Sustainable Social Change. Oxford: Oxford University Press, pp. 56-73.
4. Mulgan, G. “Measuring Social Value”. Stanford Social Innovation Review, Summer,2010
The Sources of Innovation
5. Jeffrey H. Dyer, Hal B. Greogersen, and Clayton M. Christensen (2009). “The Innovator's DNA. ” Harvard Business Review December 2009, pp. 208.
6. Drucker, F.P. (1985). “The Discipline of Innovation”. Harvard Business Review (August 2002), pp. 95-102.
The Theory of Change
7. Bradach, D. “Going to Scale: The Challenge of Replicating Social Programs”. Stanford Social Innovation Review, Spring 2003 pp. 19-25
Enlarging rhe market
8. Christensen, C.M. (2002). “The Rules of Innovation”. Technology Review, published by MIT, June 2002.
9. Kim, C., & Mauborgne, R. (2001). “Creating New Market Space”. Harvard Business Review on Innovation. USA: Harvard Business School Publishing Corporation, pp. 1-30.
10. Kim, C., & Mauborgne, R. (2004). "Blue Ocean Strategy". Harvard Business Review. USA: Harvard Business School Publishing Corporation, pp.1-9.
11. Christensen, C. M., and Overdorf, M. (2001). “Meeting the Challenge of Disruptive Change”. Harvard Business Review on Innovation. USA: Harvard Business School Publishing Corporation, pp.103-129.
12. Grossman, A., Kasturi Rangan, V. (2000). “Managing Multisite Nonprofits”. Harvard Business School Social Enterprise Series, No. 8, pp. 321-337. Published Online: 14 Jul 2003 DOI: 10.1002/nml.11306.
13. Rogers E. M. (1995). Diffusion of Innovations, 4th edition. New York: The Free Press, pp. 252-268.
Importance of Human Reseouces
14. Gittel, J.H. (2002). The Southwest Airlines Way: Using the Power Relationships to Achieve High Performance. New York: McGraw-Hill, pp. 197-207.
15. Hertzberg, F. “One More Time: How Do You Motivate Your Employees?” Harvard Business Review (September-October 1987), pp. 5-16.
16. Dees, J.G. “Enterprising Nonprofits”. Harvard Business review on Nonprofits. Boston: Harvard Business School Publishing, 1999, pp. 135-166.
17. Quarter, J. (2000). Beyond the Bottom Line: Socially Innovative Business Owners. Westport, CT.: Quorum Books, pp. 135-150.
18. Foster, W. L., Kim, P., & Christiansen B. “Ten Nonprofit Funding Models”. Stanford Social Innovation Review. Spring 2009
19. Mulgan, G. “Measuring Social Value”. Stanford Social Innovation Review, Summer,2010
Please see above
Additional Reading Material:
David Bornstein: How to Change the World
End of year written/oral examination 90 %
Presentation 0 %
Participation in Tutorials 10 %
Project work 0 %
Assignments 0 %
Reports 0 %
Research project 0 %
Quizzes 0 %
Other 0 %