Social Entrepreneurship


PGE 3A - Entrepreneurship (ENT)
Stratégie et changement
Contact hours
24 H
Number of spots
Open to visitors
Richard Mineur

Pedagogical contribution of the course to the program

Développer un management à impact grâce aux connaissances et aux outils les plus récents dans les domaines du management

Evaluate sustainable managerial practices using managerial concepts and instruments as well as digital tools

Développer des compétences managériales de niveau avancé se traduisant par un leadership responsable

Co-build a managerial and organizational culture through collaborations and team projects

Mettre en place un management responsable par des pratiques reflétant les valeurs d’éthique, de diversité et de développement durable

Critically assess issues related to diversity, ethics and sustainability in the context of their professional practice


Course language: French with English. Course format: ON-SITE. Sustainable development was defined in the World Commission on Environment and Development’s 1987 Brundtland report ´Our Common Future` as ‘development that meets the needs of the present without compromising the ability of future generations to meet their own needs’. It seeks to reconcile economic development with the protection of social and environmental balance (, 2023). Society is increasingly prioritizing sustainability and, by extension, expecting sustainable value creation from entrepreneurs. More and more companies are being created to tackle a diverse set of societal or ecological issues, when historic companies are pushed to include societal and ecological needs within their business model. In both cases companies must keep a competitive advantage to survive - which can be challenging. That is, they must adhere to economic, ecological, and social welfare (both internal & external company) logics. This course analyses these challenges and suggests strategies as well as operational solutions & technics which can be used by entrepreneurs and by extension managers to fulfil their hybrid mission. Among others, this course draws on mutual discussion rounds, serious games, case studies, peer learning techniques and inductive method.

Teaching methods


- Lectures
- Other : accounts of true stories, testimony of social entrepreneurship, interactions, inductive method

In group

- Exercises
- Oral presentations
- Case studies/texts


- Discussions/debates
- Games (educational, role play, simulation)
- Other : Serious games incl. role plays


No items in this list have been checked.

Learning objectives

Cognitive domain

Upon completion of this course, students should be able to
  • - (level 1) identify challenges for companies in relation to sustainable development
  • - (level 2) explain how companies may address sustainability challenges
  • - (level 3) apply the gained knowledge to case studies
  • - (level 3) demonstrate the added value for companies to include social and ecological needs within their business model
  • - (level 4) figure out the potential new social and ecological challenges for entrepreneurs in the future
  • - (level 5) criticize real case business model, strategies and technics related to economic, ecological, and social welfare logics
  • - (level 6) develop own ideas to including social and ecological needs within business models

Affective domain

Upon completion of this course, students should be able to
  • - (level 2) discuss how social business models can contribute to sustainable development
  • - (level 4) formulate solutions and/or workarounds for malfunctioning social and ecological business models
  • - (level 4) synthesize the knowledge gained from mutual discussions on sustainability challenges for entrepreneurs


Depending on the interest and the previous knowledge of the diverse composition of students, the nuances with which focal topics are handled might vary. Potentially focal topics include, but are not limited to: PART 1: Recent evolution of the companies' environment (Economic, social, ecological, political...; tools: PESTEL, Porter's 5 Forces, Stakeholders Mapping). New company's organizational structures (matrix, network...), work organizations (uberization, telework...). Recent evolutions of employees' needs (Maslow, new consumption habits...). Added value and companies’ performance measurement, management styles and employee’s motivation factors. Challenges faced by entrepreneurs defining an appropriate business model. Competitive advantage & sustainable development. PART 2: Entrepreneurship vs management. Strategies, solutions, and technics to meet both employees’ wellbeing and company's economic performance. Strategies, solutions, and technics to meet both ecological challenges and company's economic performance. Case studies: success stories, failures. New business models for sustainable development. Stakeholders’ management. What’s next ? .

No prerequisite has been provided

Knowledge in / Key concepts to master

Good command of French and English required (oral and written). Basic knowledge of management concepts.

Teaching material

Mandatory tools for the course

- Computer

Documents in all formats

- Case studies/texts

Moodle platform

- Upload of class documents
- Interface to submit coursework
- Coaching/mentoring


No items in this list have been checked.

Additional electronic platforms

No items in this list have been checked.

Recommended reading

Reading material provided during lectures.

No reading material has been provided.

EM Research: Be sure to mobilize at least one resource

Textbooks, case studies, translated material, etc. can be entered
Textbooks, case studies, translated material, etc. can be entered Hahn, R., Ostertag, F., Lehr, A., Büttgen, M., & Benoit, S. (2020): 'I like it, but I don't use it': Impact of carsharing business models on usage intentions in the sharing economy. Business Strategy and the Environment, 29(3), 1404-1418. Ostertag, F., Hahn, H., & Ince, I. (2021): Blended value co-creation: A qualitative investigation of relationship designs of social enterprises. Journal of Business Research, 129, 428-445.


List of assessment methods

Intermediate assessment / continuous assessment 1Other (date, pop quiz, etc.) : en cours de préparation du case study
Written (60 Min.) / Individual / English / Weight : 50 %
Details : Intermediate individual written assessment
This evaluation is used to measure ILO3.1-PGE
Final evaluationOther (date, pop quiz, etc.) : case study group assessment
Oral (60 Min.) / Group / English / Weight : 50 %
Details : End-course case study group assessment (both final report and oral presentation; based on pre-defined criteria).
This evaluation is used to measure ILO3.1-PGE
No assessment methods have been attributed to this course yet.