|Module / ECTS / Path / Specialisation||Module :Workplace Outcomes and Leadership in Social Businesses : 5 ECTS.|
|Open for visitors||no|
|Working language :||English|
|Volume of contact hours :||27 h|
|Workload to be expected by the student :||108 h|
Track : Attendance
Society is increasingly prioritizing sustainability and, by extension, expecting sustainable value creation from entrepreneurs. In this regard, social businesses, defined as organizations that ‘pursue a social mission while engaging in commercial activities to sustain their operations’ (Battilana and Lee, 2014: 399), operate alongside regular for-profit companies. More and more social businesses (or social enterprises) are being created to tackle a series of societal problems with this particular business model, and research in this context is accumulating. Researchers have long viewed social businesses from a mainly nonprofit perspective. However, although expectations may have changed to some degree, to survive, companies must have a competitive advantage. From a human resource perspective and in terms of recruiting talents, the advantage of social businesses may be due to a different prioritization of workplace outcomes compared to regular for-profit enterprises.
This seminar aims to generate a better understanding of the interactions between social entrepreneurs and their employees against the background of workplace outcomes that go beyond task and job performances. By focusing on social entrepreneurs’ leadership (development), interpersonal relationships and well-being at the workplace will be investigated in-depth. In the seminar, we combine practical issues and thinking from the field of social businesses with a strong research focus. Insights will be gained by empirical data collection (e.g., semi-structured interviews conducted by the students), which are then shared among the participants and analyzed in groups.
- Identify the constituents and characteristics of social enterprises
- Recognize how social enterprises are able to contribute to a sustainable development
- Describe how social enterprises are led by their founders (based on own experiences/insights from interviews)
- Discuss the underlying ‘drivers’ of social entrepreneurs and what they value the most in their daily work.
- Apply some basics of scientific writing (which is assumed to be helpful for their further academic works)
- Manipulate qualitative date (collect and analyze it) in the field (which, for instance, enables them to conduct further high-quality market research)
- Appraise gained insights on what specific obstacles might occur when setting up and running an own (social) enterprise
Chapter 1: Social businesses: A ‘sustainable’ form of enterprises?
Chapter 2: The nature of qualitative research
Chapter 3: Introduction to semi-structured interviews and guidelines to conduct good quality interviews
Chapter 4: Research approach: Case study research on social businesses
Chapter 5: Selected theories of workplace outcomes and leadership
Chapter 6: Introduction to qualitative data analysis
Chapter 7: Crafting a short paper about workplace outcomes and leadership in social businesses
Knowledge in: Basics in Management and good command of English required.
Basic articles concerning social enterprises:
Battilana, J., & Lee, M. (2014). Advancing Research on Hybrid Organizing – Insights from the Study of Social Enterprises. The Academy of Management Annals, 8(1), 397–441.
Dacin, P.A., Dacin, M.T., & Matear, M. (2010). Social Entrepreneurship: Why We Don’t Need a New Theory and How We Move Forward from Here. Academy of Management Perspectives, 24(3), 37–54.
Doherty, B., Haugh, H., & Lyon, F. (2014). Social Enterprises as Hybrid Organizations: A Review and Research Agenda. International Journal of Management Reviews, 16(4), 417–436.
Basics of qualitative research:
Bryman, A., & Bell, E. (2011). Business research methods. Cambridge: Oxford University Press.
Krippendorff, K. (2012). Content analysis: An introduction to its methodology. SAGE.
Karen M. Spens, Gyöngyi Kovács, (2006). A content analysis of research approaches in logistics research. International Journal of Physical Distribution & Logistics Management, 36(5), 374–390.
Silverman, D. (2013). Doing qualitative research: A practical handbook. SAGE Publications Limited.
Basics of authoring a scientific work:
Esp. helpful for the issues:
Grant, A. M.; Pollock, T. G. (2011). Publishing in AMJ--Part 3: Setting the Hook. Academy of Management Journal, 54(5), 873–879.
Brown, J.R.; Dant, R.P. (2008). On what makes a significant contribution to the retailing literature, Journal of Retailing, 84(2), 131–135.
How to make a god contribution and explain it in your exposé
Reinartz, Werner J. (2016). Crafting a JMR Manuscript. Journal of Marketing Research 53(1), 139–141.
How to meet high quality standards in writing
Palmatier, Robert W. (2016). Improving publishing success at JAMS. Contribution and positioning. Journal of the Academy of Marketing Science, 44(6), 655–659.
How to meet high quality standards in writing
Such behaviors as...
... may lead to expulsion from classes.