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Presentation/PPT
27/08/2022
TWO ENTERPRISES TO BE WORKED ON 1. POLLINATE ENERGY (International) – https://pollinateenergy.org/ 2. STREAT (National) – https://www.streat.com.au/ SOCIAL ISSUE/ NEED TO FOCUS ON – (SUSTAINABLE DEVELOPMENT GOAL 12) https://www.un.org/sustainabledevelopment/sustainable-consumption-production/ Course code and name: BUSM4702 Enterprise beyond Profit Assessment name: Social causes, enterprises, and business models Weight: 15% Feedback mode: Feedback will be provided via email or in person in tutorials. Assessment Declaration: I declare that in submitting all work for this assessment I have read, understood and agree to the content and expectations of the Assessment declaration (Links to an external site.)Links to an external site.. Learning Objectives Assessed: This assignment assesses Learning Objectives 1, 2, 3, and 5. CLO1: Understand and explore the concepts, opportunities and challenges of enterprise beyond profit. CLO2: Identify the changing roles of enterprises, their relationships with key stakeholders, and related managerial challenges to develop solutions to social and sustainability problems. CLO3: Analyse appropriateness of business and management models in specific social and sustainability contexts. CLO5: Identify networks that look beyond profit across different sectors to gain insight on personal and professional development opportunities Details: Note: Students who wish to work on the business model canvas for their own social enterprise idea, please consult a course team member. This assessment task requires you to engage more deeply with one social issue/need (SUSTAINABLE DEVELOPMENT GOAL 12) which will be assigned to you in week 2 of the course. You will form groups of 5 and each group will be assigned one particular social issue/need (SUSTAINABLE DEVELOPMENT GOAL 12) such as hunger, poverty, climate change, etc. The assessment will expose you to the different ways in which each social issue/need (SUSTAINABLE DEVELOPMENT GOAL 12) can be tackled and will require you to critically compare and analyse different business models of social enterprises (ENTERPRISE 1 & 2) providing solutions for the same social issue/need (SUSTAINABLE DEVELOPMENT GOAL 12) . The assessment is divided into three parts in order to enable you to engage with the critical comparison and analysis both individually and as part of a group. Task 2A: This is an individual submission. You will choose two social enterprises (ENTERPRISE 1 & 2) providing solutions for the social issue/need (SUSTAINABLE DEVELOPMENT GOAL 12) that was assigned to your group. Out of the two social enterprises (ENTERPRISE 1 & 2), one must be operating in Australia and the other outside Australia. Using the ideas, concepts, and theories learnt in the first 3 lectures (WEEKS 1,2, and 3) [see attached for lecture slides], compare the two enterprises on: Mission, vision, values; General structure and viability; Approach to solving the social issue/need; and The different contexts they operate in and its implications. The report should be 4-5 pages excluding cover sheet and references. Weightage: 15% Submission: 20 April, 2018 (11:59:59pm) [End of week 7] —————————————– POSSIBLE REFERENCES WEEK 1 Essential readings: Chapters 1 and 2 from Kickul, Jill R, & Lyons, Thomas S. (2012). Understanding social entrepreneurship the relentless pursuit of mission in an ever changing world. New York: Routledge. (Links to an external site.)Links to an external site. Optional readings: Peredo, & Mclean. (2006). Social entrepreneurship: A critical review of the concept. Journal of World Business, 41(1), 56-65. (Links to an external site.)Links to an external site. Austin, J., Stevenson, H., & WeiSkillern, J. (2006). Social and Commercial Entrepreneurship: Same, Different, or Both? Entrepreneurship Theory and Practice,30(1), 1-22. (Links to an external site.)Links to an external site. Martin, R., & Osberg, S. (2007). Social entrepreneurship: The case for definition. Stanford Social Innovation Review, 5(2), 28-39. WEEK 2. Essential readings: Chapter 2 from Kickul, Jill R, & Lyons, Thomas S. (2012). Understanding social entrepreneurship the relentless pursuit of mission in an ever changing world. New York: Routledge. (Links to an external site.)Links to an external site. (Links to an external site.)Links to an external site. Optional readings: Part 1 of Volkmann, Christine K. ; Tokarski, Kim Oliver ; Ernst, Kati. (2012). Social Entrepreneurship and Social Business. Wiesbaden: Gabler Verlag. (Links to an external site.)Links to an external site. Introduction of Nicholls, Alex, & Nicholls, Alex. (2006). Social entrepreneurship new models of sustainable social change. Oxford: Oxford University Press. (Links to an external site.)Links to an external site. WEEK 3 Essential readings: Introduction of Nicholls, Alex., Simon, Julie., & Gabriel, Madeleine. (2015). New Frontiers in Social Innovation Research. London: Palgrave Macmillan UK : Imprint: Palgrave Macmillan. (Links to an external site.)Links to an external site. Seelos, C., & Mair, J. (2012). Innovation Is Not the Holy Grail. Stanford Social Innovation Review, 10(4), 45-49. (Links to an external site.)Links to an external site. Seelos, C., & Mair, J. (2016). When Innovation Goes WRONG. Stanford Social Innovation Review, 14(4), 26-33. (Links to an external site.)Links to an external site. Optional readings: Christensen, Clayton M., Baumann, Heiner, Ruggles, Rudy, & Sadtler, Thomas M. (2006). Disruptive innovation for social change.(HBR Spotlight: Making a Real Difference). Harvard Business Review, 84(12), 94-101, 163. (Links to an external site.)Links to an external site.
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