Sustainable Social Entrepreneurship

Title	% from total grade	Grade
1. Individual work	-	-
Participation in lectures and seminars, individual work and group work outside lectures according to the tasks set by the academic staff: reading, preparing presentations, preparing for an exam. Detailed information on each of the tasks to be performed will be provided in 1st lecture and in the handouts available in e-studies.

Title	% from total grade	Grade
1. Examination	-	-
Presentation of case studies (5 – 10 minutes) on topic given by academic staff to the audience during classes and discussion.
2. Examination	-	-
Reading reports according to the bibliographic list, which can be updated as the lectures begin each year. Orally or in written form (online): stating what has been read and giving a short evaluation. Quantitative evaluation – by the amount read.
3. Examination	-	-
1. Reading reports: 30%. Submission: oral or written (online), stating what has been read and giving a short evaluation; quantitative evaluation – by the amount read. 2. Case study /example analysis, presentations and debates: 30%. Submission: In-class presentation of the cases /topics assigned; Discussion of the presentations. 3. Exam – 40%. Presentation of a social entrepreneurship project / idea developed in a group or individually.

The need for social change worldwide and the new models for sustainable social change. Description Annotation: Explicit clash between industrial and postindustrial society values in XX century through the phenomena witnessing such: emergence and development of New Social movements; history and development of social economy in XX century USA and Europe. The objectives of the topic are to develop students' awareness of the process of raising and expanding interest groups into social movements, their political impact, in particular the nature of social and socio-economic interventions. Topics covered during the class: What societal values describe an industrial and post-industrial society? How would you define social movements and new social movements? How would you describe the scale and leadership in social movements? How to distinguish between advocacy and professional lobbyism? Describe the advocacy in the activities of social movements: What are the goals of the advocacy? Give examples of social and political advocacy. How would you draw, in brief, the historical evolution of the Social Economy? What theoretical approaches are related to the Social Economy concept? What challenges and what trends in the Social Economy are being observed in 20th century? Literature: Praszkier - Sections 1-2; Rata - Chapter 1

The need for social change worldwide and the new models for sustainable social change. Description Annotation: Explicit clash between industrial and postindustrial society values in XX century through the phenomena witnessing such: emergence and development of New Social movements; history and development of social economy in XX century USA and Europe. The objectives of the topic are to develop students' awareness of the process of raising and expanding interest groups into social movements, their political impact, in particular the nature of social and socio-economic interventions. Topics covered during the class: What societal values describe an industrial and post-industrial society? How would you define social movements and new social movements? How would you describe the scale and leadership in social movements? How to distinguish between advocacy and professional lobbyism? Describe the advocacy in the activities of social movements: What are the goals of the advocacy? Give examples of social and political advocacy. How would you draw, in brief, the historical evolution of the Social Economy? What theoretical approaches are related to the Social Economy concept? What challenges and what trends in the Social Economy are being observed in 20th century? Literature: Praszkier - Sections 1-2; Rata - Chapter 1

The need for social change worldwide and the new models for sustainable social change. Description Annotation: Explicit clash between industrial and postindustrial society values in XX century through the phenomena witnessing such: emergence and development of New Social movements; history and development of social economy in XX century USA and Europe. The objectives of the topic are to develop students' awareness of the process of raising and expanding interest groups into social movements, their political impact, in particular the nature of social and socio-economic interventions. Topics covered during the class: What societal values describe an industrial and post-industrial society? How would you define social movements and new social movements? How would you describe the scale and leadership in social movements? How to distinguish between advocacy and professional lobbyism? Describe the advocacy in the activities of social movements: What are the goals of the advocacy? Give examples of social and political advocacy. How would you draw, in brief, the historical evolution of the Social Economy? What theoretical approaches are related to the Social Economy concept? What challenges and what trends in the Social Economy are being observed in 20th century? Literature: Praszkier - Sections 1-2; Rata - Chapter 1

Setup and concept of social entrepreneurship: introducing social innovation to address social challenges. Description Annotation: Political and cultural conditions for the development of social economy. Social inclusion, quality of life, social innovation. Ethical and ideological justification for social economy: criticism of global neo-liberalism. Traditional business and platforms for solidarity ethics. Vulnerable population groups and employment solutions. Topics covered during the class: In connection with what has been explored before, please give at least 4 pre-conditions for the development of the social economy in the country? Can the social economy develop into one isolated country? How do you understand the quality of life in the context of an individual and a social group? Is quality of life an individual or social concept? Which of the theories of social inclusion seems to be the most reasonable for you, why? How would you define social innovation? Give examples, please. What vulnerable populations are most affected by neoliberal production? What business methods would you use to promote social inclusion? Literature: Bornstein - Part 3; Nicholls - Parts 1, 2, 4; Rata - Chapter 3; Nordic Council of Ministers - Part 2; Short - a) The Use of Secondary Data in Social Entrepreneurship Research: Assessing the Field and Identifying Future Opportunities, b) Configurational Approaches to the Study of Social Ventures.

Setup and concept of social entrepreneurship: introducing social innovation to address social challenges. Description Annotation: Political and cultural conditions for the development of social economy. Social inclusion, quality of life, social innovation. Ethical and ideological justification for social economy: criticism of global neo-liberalism. Traditional business and platforms for solidarity ethics. Vulnerable population groups and employment solutions. Topics covered during the class: In connection with what has been explored before, please give at least 4 pre-conditions for the development of the social economy in the country? Can the social economy develop into one isolated country? How do you understand the quality of life in the context of an individual and a social group? Is quality of life an individual or social concept? Which of the theories of social inclusion seems to be the most reasonable for you, why? How would you define social innovation? Give examples, please. What vulnerable populations are most affected by neoliberal production? What business methods would you use to promote social inclusion? Literature: Bornstein - Part 3; Nicholls - Parts 1, 2, 4; Rata - Chapter 3; Nordic Council of Ministers - Part 2; Short - a) The Use of Secondary Data in Social Entrepreneurship Research: Assessing the Field and Identifying Future Opportunities, b) Configurational Approaches to the Study of Social Ventures.

Social enterprise design. Description Annotation: Attributes of a social enterprise: a core commitment to social purpose embedded in its organisational structure; consistency of activities with its social purpose and stakeholder responsibilities. Equitable distribution of ownership rights among its stakeholders in accordance with their contributions; shared information and control among stakeholder constituencies; fair compensation for employees and other stakeholders in proportion to their contributions; reasonable returns; social and environmental responsibility; transparency; protected assets. Formalisation in the Laws and Supportive Ecosystem for social enterprises. Comparison of examples from different countries. Topics covered during the class: Describe the fundamental differences between a merchant and a social company! What do you think is the most important difference? What's in common? How do you understand the situation in which the company belongs to employees – give some examples, please? What does it mean to manage sustainably, green and socially? Describe such companies in Europe and elsewhere in the world? How are these parameters reflected in the articles of association/by laws of a social company? How would you reflect this? Literature: Praszkier - Section 3; Bornstein - Part 1; Nordic Council of Ministers - Part 3, Appendix 1; Social Enterprise Law. Articles: Līcīte, Maura-Jeromanova; Terziev, Atiq, Rihter, Hudcova, Elasyed, Grohs, Jovanovski

Social enterprise design. Description Annotation: Attributes of a social enterprise: a core commitment to social purpose embedded in its organisational structure; consistency of activities with its social purpose and stakeholder responsibilities. Equitable distribution of ownership rights among its stakeholders in accordance with their contributions; shared information and control among stakeholder constituencies; fair compensation for employees and other stakeholders in proportion to their contributions; reasonable returns; social and environmental responsibility; transparency; protected assets. Formalisation in the Laws and Supportive Ecosystem for social enterprises. Comparison of examples from different countries. Topics covered during the class: Describe the fundamental differences between a merchant and a social company! What do you think is the most important difference? What's in common? How do you understand the situation in which the company belongs to employees – give some examples, please? What does it mean to manage sustainably, green and socially? Describe such companies in Europe and elsewhere in the world? How are these parameters reflected in the articles of association/by laws of a social company? How would you reflect this? Literature: Praszkier - Section 3; Bornstein - Part 1; Nordic Council of Ministers - Part 3, Appendix 1; Social Enterprise Law. Articles: Līcīte, Maura-Jeromanova; Terziev, Atiq, Rihter, Hudcova, Elasyed, Grohs, Jovanovski

Social enterprise design. Description Annotation: Attributes of a social enterprise: a core commitment to social purpose embedded in its organisational structure; consistency of activities with its social purpose and stakeholder responsibilities. Equitable distribution of ownership rights among its stakeholders in accordance with their contributions; shared information and control among stakeholder constituencies; fair compensation for employees and other stakeholders in proportion to their contributions; reasonable returns; social and environmental responsibility; transparency; protected assets. Formalisation in the Laws and Supportive Ecosystem for social enterprises. Comparison of examples from different countries. Topics covered during the class: Describe the fundamental differences between a merchant and a social company! What do you think is the most important difference? What's in common? How do you understand the situation in which the company belongs to employees – give some examples, please? What does it mean to manage sustainably, green and socially? Describe such companies in Europe and elsewhere in the world? How are these parameters reflected in the articles of association/by laws of a social company? How would you reflect this? Literature: Praszkier - Section 3; Bornstein - Part 1; Nordic Council of Ministers - Part 3, Appendix 1; Social Enterprise Law. Articles: Līcīte, Maura-Jeromanova; Terziev, Atiq, Rihter, Hudcova, Elasyed, Grohs, Jovanovski

Development of a social enterprise action plan. Description Annotation: A social enterprise is an activity of a nonprofit that employs entrepreneurial, market-driven strategies for earned income in support of their mission. Business plans are a common tool for entrepreneurs when starting or growing a business enterprise. For nonprofits that are starting or growing a social enterprise as a part of their programme activities, developing a business plan is an essential step. While social enterprise business plans address all of the questions needed for any business, nonprofits also need to consider the alignment with mission, organisational background and structure, and evaluation of both financial and social impact. This part of study course gives an outline for a business plan and is a guide for research, planning, and writing a business plan for nonprofit social enterprises. Topics covered during the class: Is social enterprise business planning different from "normal" business planning and how? Who should create a social enterprise action plan? What interests should be considered? What are the main components of the plan? Literature: Nicholls - Part 3; Rata - Chapter 2; Nordic Council of Ministers - Appendix 3; Short - a) The Use of Secondary Data in Social Entrepreneurship Research: Assessing the Field and Identifying Future Opportunities; b) Timing Is Everything: Multilevel Event History Analysis as a Tool to Model Change Over Time in Social Ventures.

Development of a social enterprise action plan. Description Annotation: A social enterprise is an activity of a nonprofit that employs entrepreneurial, market-driven strategies for earned income in support of their mission. Business plans are a common tool for entrepreneurs when starting or growing a business enterprise. For nonprofits that are starting or growing a social enterprise as a part of their programme activities, developing a business plan is an essential step. While social enterprise business plans address all of the questions needed for any business, nonprofits also need to consider the alignment with mission, organisational background and structure, and evaluation of both financial and social impact. This part of study course gives an outline for a business plan and is a guide for research, planning, and writing a business plan for nonprofit social enterprises. Topics covered during the class: Is social enterprise business planning different from "normal" business planning and how? Who should create a social enterprise action plan? What interests should be considered? What are the main components of the plan? Literature: Nicholls - Part 3; Rata - Chapter 2; Nordic Council of Ministers - Appendix 3; Short - a) The Use of Secondary Data in Social Entrepreneurship Research: Assessing the Field and Identifying Future Opportunities; b) Timing Is Everything: Multilevel Event History Analysis as a Tool to Model Change Over Time in Social Ventures.

Development of a social enterprise action plan. Description Annotation: A social enterprise is an activity of a nonprofit that employs entrepreneurial, market-driven strategies for earned income in support of their mission. Business plans are a common tool for entrepreneurs when starting or growing a business enterprise. For nonprofits that are starting or growing a social enterprise as a part of their programme activities, developing a business plan is an essential step. While social enterprise business plans address all of the questions needed for any business, nonprofits also need to consider the alignment with mission, organisational background and structure, and evaluation of both financial and social impact. This part of study course gives an outline for a business plan and is a guide for research, planning, and writing a business plan for nonprofit social enterprises. Topics covered during the class: Is social enterprise business planning different from "normal" business planning and how? Who should create a social enterprise action plan? What interests should be considered? What are the main components of the plan? Literature: Nicholls - Part 3; Rata - Chapter 2; Nordic Council of Ministers - Appendix 3; Short - a) The Use of Secondary Data in Social Entrepreneurship Research: Assessing the Field and Identifying Future Opportunities; b) Timing Is Everything: Multilevel Event History Analysis as a Tool to Model Change Over Time in Social Ventures.

Development of a social enterprise action plan. Description Annotation: A social enterprise is an activity of a nonprofit that employs entrepreneurial, market-driven strategies for earned income in support of their mission. Business plans are a common tool for entrepreneurs when starting or growing a business enterprise. For nonprofits that are starting or growing a social enterprise as a part of their programme activities, developing a business plan is an essential step. While social enterprise business plans address all of the questions needed for any business, nonprofits also need to consider the alignment with mission, organisational background and structure, and evaluation of both financial and social impact. This part of study course gives an outline for a business plan and is a guide for research, planning, and writing a business plan for nonprofit social enterprises. Topics covered during the class: Is social enterprise business planning different from "normal" business planning and how? Who should create a social enterprise action plan? What interests should be considered? What are the main components of the plan? Literature: Nicholls - Part 3; Rata - Chapter 2; Nordic Council of Ministers - Appendix 3; Short - a) The Use of Secondary Data in Social Entrepreneurship Research: Assessing the Field and Identifying Future Opportunities; b) Timing Is Everything: Multilevel Event History Analysis as a Tool to Model Change Over Time in Social Ventures.

Fundraising for a social enterprise. Description Annotation: Learning the topic creates an opportunity for students to understand the logic and possibilities of raising capital in the social economy, the spread of financial resources available for this purpose in Europe and globally, and a condition to be met by social entrepreneurs to attract the interest of funder investors. Using examples mainly from foreign practices (Sweden, Finland, Netherlands, UK) and also recent Latvian practices (foundation DOTS, NewDoor, etc.), students will be familiar with examples of social entrepreneurship forums, accelerators, associations and networks (SOCAP, Ashoka Changemakers, Talberg Forum, Presentense, etc.). Students will gain potential access to resources for the implementation of their social enterprise idea (pre-seed capital) through practical research. Crowdfunding and use of the Internet financial linkage platform. Topics covered during the class: What financial resources do you know for the development of social entrepreneurship in Europe and globally? What code of conduct do social entrepreneurs need to follow in order to match the interest of funders – investors? How to implement a win-win or mutual-benefit tactic by familiarising with a potential investor? How would you address potential donorus/investorus/accelerators? How would I present my start-up? Literature: Bornstein - Part 2; Short - The Role of Charismatic Rhetoric in Crowdfunding; Mission Drift in Microfinance: An Exploratory Empirical Approach Based on Ideal Types.

Fundraising for a social enterprise. Description Annotation: Learning the topic creates an opportunity for students to understand the logic and possibilities of raising capital in the social economy, the spread of financial resources available for this purpose in Europe and globally, and a condition to be met by social entrepreneurs to attract the interest of funder investors. Using examples mainly from foreign practices (Sweden, Finland, Netherlands, UK) and also recent Latvian practices (foundation DOTS, NewDoor, etc.), students will be familiar with examples of social entrepreneurship forums, accelerators, associations and networks (SOCAP, Ashoka Changemakers, Talberg Forum, Presentense, etc.). Students will gain potential access to resources for the implementation of their social enterprise idea (pre-seed capital) through practical research. Crowdfunding and use of the Internet financial linkage platform. Topics covered during the class: What financial resources do you know for the development of social entrepreneurship in Europe and globally? What code of conduct do social entrepreneurs need to follow in order to match the interest of funders – investors? How to implement a win-win or mutual-benefit tactic by familiarising with a potential investor? How would you address potential donorus/investorus/accelerators? How would I present my start-up? Literature: Bornstein - Part 2; Short - The Role of Charismatic Rhetoric in Crowdfunding; Mission Drift in Microfinance: An Exploratory Empirical Approach Based on Ideal Types.

Fundraising for a social enterprise. Description Annotation: Learning the topic creates an opportunity for students to understand the logic and possibilities of raising capital in the social economy, the spread of financial resources available for this purpose in Europe and globally, and a condition to be met by social entrepreneurs to attract the interest of funder investors. Using examples mainly from foreign practices (Sweden, Finland, Netherlands, UK) and also recent Latvian practices (foundation DOTS, NewDoor, etc.), students will be familiar with examples of social entrepreneurship forums, accelerators, associations and networks (SOCAP, Ashoka Changemakers, Talberg Forum, Presentense, etc.). Students will gain potential access to resources for the implementation of their social enterprise idea (pre-seed capital) through practical research. Crowdfunding and use of the Internet financial linkage platform. Topics covered during the class: What financial resources do you know for the development of social entrepreneurship in Europe and globally? What code of conduct do social entrepreneurs need to follow in order to match the interest of funders – investors? How to implement a win-win or mutual-benefit tactic by familiarising with a potential investor? How would you address potential donorus/investorus/accelerators? How would I present my start-up? Literature: Bornstein - Part 2; Short - The Role of Charismatic Rhetoric in Crowdfunding; Mission Drift in Microfinance: An Exploratory Empirical Approach Based on Ideal Types.

Managing a social enterprise. Description Annotation: The primary goal of a commercial enterprise is to increase its profit. Other objectives of the company come from profitability. However, the main aim of a social enterprise is to provide the social benefits that it is – aiming to achieve and to complete it with profitability. The performances of commercial enterprises are typically measured by financial returns. Social entrepreneurs often pursue a specific opportunity, and both social and economic goals are adopted together. As the number of social enterprises in Europe grows, the managers who run them are faced with an increasingly difficult task. Not only must they establish their organisations and legitimate them, but they must also find suitable ways to manage their key assets inclucling their social mission and efficiency constraints, committed volunteers and employees, and enlarged governance structures. Enterprises really work, which is why visits to such companies and/or brief presentations by their executives are planned. Topics covered during the class: What is social business management and what do they have in common with the "usual" ways of running a business and the main differences? What should be the creator / manager of a social enterprise, its motivation? How are the employees selected? What is the role of sustainability considerations in running a social enterprise and in decision making? Literature: Praszkier - Section 4; Nicholls - Part 4; Bornstein - Part 3.

Managing a social enterprise. Description Annotation: The primary goal of a commercial enterprise is to increase its profit. Other objectives of the company come from profitability. However, the main aim of a social enterprise is to provide the social benefits that it is – aiming to achieve and to complete it with profitability. The performances of commercial enterprises are typically measured by financial returns. Social entrepreneurs often pursue a specific opportunity, and both social and economic goals are adopted together. As the number of social enterprises in Europe grows, the managers who run them are faced with an increasingly difficult task. Not only must they establish their organisations and legitimate them, but they must also find suitable ways to manage their key assets inclucling their social mission and efficiency constraints, committed volunteers and employees, and enlarged governance structures. Enterprises really work, which is why visits to such companies and/or brief presentations by their executives are planned. Topics covered during the class: What is social business management and what do they have in common with the "usual" ways of running a business and the main differences? What should be the creator / manager of a social enterprise, its motivation? How are the employees selected? What is the role of sustainability considerations in running a social enterprise and in decision making? Literature: Praszkier - Section 4; Nicholls - Part 4; Bornstein - Part 3.

Managing a social enterprise. Description Annotation: The primary goal of a commercial enterprise is to increase its profit. Other objectives of the company come from profitability. However, the main aim of a social enterprise is to provide the social benefits that it is – aiming to achieve and to complete it with profitability. The performances of commercial enterprises are typically measured by financial returns. Social entrepreneurs often pursue a specific opportunity, and both social and economic goals are adopted together. As the number of social enterprises in Europe grows, the managers who run them are faced with an increasingly difficult task. Not only must they establish their organisations and legitimate them, but they must also find suitable ways to manage their key assets inclucling their social mission and efficiency constraints, committed volunteers and employees, and enlarged governance structures. Enterprises really work, which is why visits to such companies and/or brief presentations by their executives are planned. Topics covered during the class: What is social business management and what do they have in common with the "usual" ways of running a business and the main differences? What should be the creator / manager of a social enterprise, its motivation? How are the employees selected? What is the role of sustainability considerations in running a social enterprise and in decision making? Literature: Praszkier - Section 4; Nicholls - Part 4; Bornstein - Part 3.

Managing a social enterprise. Description Annotation: The primary goal of a commercial enterprise is to increase its profit. Other objectives of the company come from profitability. However, the main aim of a social enterprise is to provide the social benefits that it is – aiming to achieve and to complete it with profitability. The performances of commercial enterprises are typically measured by financial returns. Social entrepreneurs often pursue a specific opportunity, and both social and economic goals are adopted together. As the number of social enterprises in Europe grows, the managers who run them are faced with an increasingly difficult task. Not only must they establish their organisations and legitimate them, but they must also find suitable ways to manage their key assets inclucling their social mission and efficiency constraints, committed volunteers and employees, and enlarged governance structures. Enterprises really work, which is why visits to such companies and/or brief presentations by their executives are planned. Topics covered during the class: What is social business management and what do they have in common with the "usual" ways of running a business and the main differences? What should be the creator / manager of a social enterprise, its motivation? How are the employees selected? What is the role of sustainability considerations in running a social enterprise and in decision making? Literature: Praszkier - Section 4; Nicholls - Part 4; Bornstein - Part 3.

Managing a social enterprise. Description Annotation: The primary goal of a commercial enterprise is to increase its profit. Other objectives of the company come from profitability. However, the main aim of a social enterprise is to provide the social benefits that it is – aiming to achieve and to complete it with profitability. The performances of commercial enterprises are typically measured by financial returns. Social entrepreneurs often pursue a specific opportunity, and both social and economic goals are adopted together. As the number of social enterprises in Europe grows, the managers who run them are faced with an increasingly difficult task. Not only must they establish their organisations and legitimate them, but they must also find suitable ways to manage their key assets inclucling their social mission and efficiency constraints, committed volunteers and employees, and enlarged governance structures. Enterprises really work, which is why visits to such companies and/or brief presentations by their executives are planned. Topics covered during the class: What is social business management and what do they have in common with the "usual" ways of running a business and the main differences? What should be the creator / manager of a social enterprise, its motivation? How are the employees selected? What is the role of sustainability considerations in running a social enterprise and in decision making? Literature: Praszkier - Section 4; Nicholls - Part 4; Bornstein - Part 3.

The need for social change worldwide and the new models for sustainable social change. Description Annotation: Explicit clash between industrial and postindustrial society values in XX century through the phenomena witnessing such: emergence and development of New Social movements; history and development of social economy in XX century USA and Europe. The objectives of the topic are to develop students' awareness of the process of raising and expanding interest groups into social movements, their political impact, in particular the nature of social and socio-economic interventions. Topics covered during the class: What societal values describe an industrial and post-industrial society? How would you define social movements and new social movements? How would you describe the scale and leadership in social movements? How to distinguish between advocacy and professional lobbyism? Describe the advocacy in the activities of social movements: What are the goals of the advocacy? Give examples of social and political advocacy. How would you draw, in brief, the historical evolution of the Social Economy? What theoretical approaches are related to the Social Economy concept? What challenges and what trends in the Social Economy are being observed in 20th century? Literature: Praszkier - Sections 1-2; Rata - Chapter 1

The need for social change worldwide and the new models for sustainable social change. Description Annotation: Explicit clash between industrial and postindustrial society values in XX century through the phenomena witnessing such: emergence and development of New Social movements; history and development of social economy in XX century USA and Europe. The objectives of the topic are to develop students' awareness of the process of raising and expanding interest groups into social movements, their political impact, in particular the nature of social and socio-economic interventions. Topics covered during the class: What societal values describe an industrial and post-industrial society? How would you define social movements and new social movements? How would you describe the scale and leadership in social movements? How to distinguish between advocacy and professional lobbyism? Describe the advocacy in the activities of social movements: What are the goals of the advocacy? Give examples of social and political advocacy. How would you draw, in brief, the historical evolution of the Social Economy? What theoretical approaches are related to the Social Economy concept? What challenges and what trends in the Social Economy are being observed in 20th century? Literature: Praszkier - Sections 1-2; Rata - Chapter 1

Setup and concept of social entrepreneurship: introducing social innovation to address social challenges. Description Annotation: Political and cultural conditions for the development of social economy. Social inclusion, quality of life, social innovation. Ethical and ideological justification for social economy: criticism of global neo-liberalism. Traditional business and platforms for solidarity ethics. Vulnerable population groups and employment solutions. Topics covered during the class: In connection with what has been explored before, please give at least 4 pre-conditions for the development of the social economy in the country? Can the social economy develop into one isolated country? How do you understand the quality of life in the context of an individual and a social group? Is quality of life an individual or social concept? Which of the theories of social inclusion seems to be the most reasonable for you, why? How would you define social innovation? Give examples, please. What vulnerable populations are most affected by neoliberal production? What business methods would you use to promote social inclusion? Literature: Bornstein - Part 3; Nicholls - Parts 1, 2, 4; Rata - Chapter 3; Nordic Council of Ministers - Part 2; Short - a) The Use of Secondary Data in Social Entrepreneurship Research: Assessing the Field and Identifying Future Opportunities, b) Configurational Approaches to the Study of Social Ventures.

Setup and concept of social entrepreneurship: introducing social innovation to address social challenges. Description Annotation: Political and cultural conditions for the development of social economy. Social inclusion, quality of life, social innovation. Ethical and ideological justification for social economy: criticism of global neo-liberalism. Traditional business and platforms for solidarity ethics. Vulnerable population groups and employment solutions. Topics covered during the class: In connection with what has been explored before, please give at least 4 pre-conditions for the development of the social economy in the country? Can the social economy develop into one isolated country? How do you understand the quality of life in the context of an individual and a social group? Is quality of life an individual or social concept? Which of the theories of social inclusion seems to be the most reasonable for you, why? How would you define social innovation? Give examples, please. What vulnerable populations are most affected by neoliberal production? What business methods would you use to promote social inclusion? Literature: Bornstein - Part 3; Nicholls - Parts 1, 2, 4; Rata - Chapter 3; Nordic Council of Ministers - Part 2; Short - a) The Use of Secondary Data in Social Entrepreneurship Research: Assessing the Field and Identifying Future Opportunities, b) Configurational Approaches to the Study of Social Ventures.

Social enterprise design. Description Annotation: Attributes of a social enterprise: a core commitment to social purpose embedded in its organisational structure; consistency of activities with its social purpose and stakeholder responsibilities. Equitable distribution of ownership rights among its stakeholders in accordance with their contributions; shared information and control among stakeholder constituencies; fair compensation for employees and other stakeholders in proportion to their contributions; reasonable returns; social and environmental responsibility; transparency; protected assets. Formalisation in the Laws and Supportive Ecosystem for social enterprises. Comparison of examples from different countries. Topics covered during the class: Describe the fundamental differences between a merchant and a social company! What do you think is the most important difference? What's in common? How do you understand the situation in which the company belongs to employees – give some examples, please? What does it mean to manage sustainably, green and socially? Describe such companies in Europe and elsewhere in the world? How are these parameters reflected in the articles of association/by laws of a social company? How would you reflect this? Literature: Praszkier - Section 3; Bornstein - Part 1; Nordic Council of Ministers - Part 3, Appendix 1; Social Enterprise Law. Articles: Līcīte, Maura-Jeromanova; Terziev, Atiq, Rihter, Hudcova, Elasyed, Grohs, Jovanovski

Social enterprise design. Description Annotation: Attributes of a social enterprise: a core commitment to social purpose embedded in its organisational structure; consistency of activities with its social purpose and stakeholder responsibilities. Equitable distribution of ownership rights among its stakeholders in accordance with their contributions; shared information and control among stakeholder constituencies; fair compensation for employees and other stakeholders in proportion to their contributions; reasonable returns; social and environmental responsibility; transparency; protected assets. Formalisation in the Laws and Supportive Ecosystem for social enterprises. Comparison of examples from different countries. Topics covered during the class: Describe the fundamental differences between a merchant and a social company! What do you think is the most important difference? What's in common? How do you understand the situation in which the company belongs to employees – give some examples, please? What does it mean to manage sustainably, green and socially? Describe such companies in Europe and elsewhere in the world? How are these parameters reflected in the articles of association/by laws of a social company? How would you reflect this? Literature: Praszkier - Section 3; Bornstein - Part 1; Nordic Council of Ministers - Part 3, Appendix 1; Social Enterprise Law. Articles: Līcīte, Maura-Jeromanova; Terziev, Atiq, Rihter, Hudcova, Elasyed, Grohs, Jovanovski

Social enterprise design. Description Annotation: Attributes of a social enterprise: a core commitment to social purpose embedded in its organisational structure; consistency of activities with its social purpose and stakeholder responsibilities. Equitable distribution of ownership rights among its stakeholders in accordance with their contributions; shared information and control among stakeholder constituencies; fair compensation for employees and other stakeholders in proportion to their contributions; reasonable returns; social and environmental responsibility; transparency; protected assets. Formalisation in the Laws and Supportive Ecosystem for social enterprises. Comparison of examples from different countries. Topics covered during the class: Describe the fundamental differences between a merchant and a social company! What do you think is the most important difference? What's in common? How do you understand the situation in which the company belongs to employees – give some examples, please? What does it mean to manage sustainably, green and socially? Describe such companies in Europe and elsewhere in the world? How are these parameters reflected in the articles of association/by laws of a social company? How would you reflect this? Literature: Praszkier - Section 3; Bornstein - Part 1; Nordic Council of Ministers - Part 3, Appendix 1; Social Enterprise Law. Articles: Līcīte, Maura-Jeromanova; Terziev, Atiq, Rihter, Hudcova, Elasyed, Grohs, Jovanovski

Development of a social enterprise action plan. Description Annotation: A social enterprise is an activity of a nonprofit that employs entrepreneurial, market-driven strategies for earned income in support of their mission. Business plans are a common tool for entrepreneurs when starting or growing a business enterprise. For nonprofits that are starting or growing a social enterprise as a part of their programme activities, developing a business plan is an essential step. While social enterprise business plans address all of the questions needed for any business, nonprofits also need to consider the alignment with mission, organisational background and structure, and evaluation of both financial and social impact. This part of study course gives an outline for a business plan and is a guide for research, planning, and writing a business plan for nonprofit social enterprises. Topics covered during the class: Is social enterprise business planning different from "normal" business planning and how? Who should create a social enterprise action plan? What interests should be considered? What are the main components of the plan? Literature: Nicholls - Part 3; Rata - Chapter 2; Nordic Council of Ministers - Appendix 3; Short - a) The Use of Secondary Data in Social Entrepreneurship Research: Assessing the Field and Identifying Future Opportunities; b) Timing Is Everything: Multilevel Event History Analysis as a Tool to Model Change Over Time in Social Ventures.

Development of a social enterprise action plan. Description Annotation: A social enterprise is an activity of a nonprofit that employs entrepreneurial, market-driven strategies for earned income in support of their mission. Business plans are a common tool for entrepreneurs when starting or growing a business enterprise. For nonprofits that are starting or growing a social enterprise as a part of their programme activities, developing a business plan is an essential step. While social enterprise business plans address all of the questions needed for any business, nonprofits also need to consider the alignment with mission, organisational background and structure, and evaluation of both financial and social impact. This part of study course gives an outline for a business plan and is a guide for research, planning, and writing a business plan for nonprofit social enterprises. Topics covered during the class: Is social enterprise business planning different from "normal" business planning and how? Who should create a social enterprise action plan? What interests should be considered? What are the main components of the plan? Literature: Nicholls - Part 3; Rata - Chapter 2; Nordic Council of Ministers - Appendix 3; Short - a) The Use of Secondary Data in Social Entrepreneurship Research: Assessing the Field and Identifying Future Opportunities; b) Timing Is Everything: Multilevel Event History Analysis as a Tool to Model Change Over Time in Social Ventures.

Fundraising for a social enterprise. Description Annotation: Learning the topic creates an opportunity for students to understand the logic and possibilities of raising capital in the social economy, the spread of financial resources available for this purpose in Europe and globally, and a condition to be met by social entrepreneurs to attract the interest of funder investors. Using examples mainly from foreign practices (Sweden, Finland, Netherlands, UK) and also recent Latvian practices (foundation DOTS, NewDoor, etc.), students will be familiar with examples of social entrepreneurship forums, accelerators, associations and networks (SOCAP, Ashoka Changemakers, Talberg Forum, Presentense, etc.). Students will gain potential access to resources for the implementation of their social enterprise idea (pre-seed capital) through practical research. Crowdfunding and use of the Internet financial linkage platform. Topics covered during the class: What financial resources do you know for the development of social entrepreneurship in Europe and globally? What code of conduct do social entrepreneurs need to follow in order to match the interest of funders – investors? How to implement a win-win or mutual-benefit tactic by familiarising with a potential investor? How would you address potential donorus/investorus/accelerators? How would I present my start-up? Literature: Bornstein - Part 2; Short - The Role of Charismatic Rhetoric in Crowdfunding; Mission Drift in Microfinance: An Exploratory Empirical Approach Based on Ideal Types.

Fundraising for a social enterprise. Description Annotation: Learning the topic creates an opportunity for students to understand the logic and possibilities of raising capital in the social economy, the spread of financial resources available for this purpose in Europe and globally, and a condition to be met by social entrepreneurs to attract the interest of funder investors. Using examples mainly from foreign practices (Sweden, Finland, Netherlands, UK) and also recent Latvian practices (foundation DOTS, NewDoor, etc.), students will be familiar with examples of social entrepreneurship forums, accelerators, associations and networks (SOCAP, Ashoka Changemakers, Talberg Forum, Presentense, etc.). Students will gain potential access to resources for the implementation of their social enterprise idea (pre-seed capital) through practical research. Crowdfunding and use of the Internet financial linkage platform. Topics covered during the class: What financial resources do you know for the development of social entrepreneurship in Europe and globally? What code of conduct do social entrepreneurs need to follow in order to match the interest of funders – investors? How to implement a win-win or mutual-benefit tactic by familiarising with a potential investor? How would you address potential donorus/investorus/accelerators? How would I present my start-up? Literature: Bornstein - Part 2; Short - The Role of Charismatic Rhetoric in Crowdfunding; Mission Drift in Microfinance: An Exploratory Empirical Approach Based on Ideal Types.

Managing a social enterprise. Description Annotation: The primary goal of a commercial enterprise is to increase its profit. Other objectives of the company come from profitability. However, the main aim of a social enterprise is to provide the social benefits that it is – aiming to achieve and to complete it with profitability. The performances of commercial enterprises are typically measured by financial returns. Social entrepreneurs often pursue a specific opportunity, and both social and economic goals are adopted together. As the number of social enterprises in Europe grows, the managers who run them are faced with an increasingly difficult task. Not only must they establish their organisations and legitimate them, but they must also find suitable ways to manage their key assets inclucling their social mission and efficiency constraints, committed volunteers and employees, and enlarged governance structures. Enterprises really work, which is why visits to such companies and/or brief presentations by their executives are planned. Topics covered during the class: What is social business management and what do they have in common with the "usual" ways of running a business and the main differences? What should be the creator / manager of a social enterprise, its motivation? How are the employees selected? What is the role of sustainability considerations in running a social enterprise and in decision making? Literature: Praszkier - Section 4; Nicholls - Part 4; Bornstein - Part 3.

Managing a social enterprise. Description Annotation: The primary goal of a commercial enterprise is to increase its profit. Other objectives of the company come from profitability. However, the main aim of a social enterprise is to provide the social benefits that it is – aiming to achieve and to complete it with profitability. The performances of commercial enterprises are typically measured by financial returns. Social entrepreneurs often pursue a specific opportunity, and both social and economic goals are adopted together. As the number of social enterprises in Europe grows, the managers who run them are faced with an increasingly difficult task. Not only must they establish their organisations and legitimate them, but they must also find suitable ways to manage their key assets inclucling their social mission and efficiency constraints, committed volunteers and employees, and enlarged governance structures. Enterprises really work, which is why visits to such companies and/or brief presentations by their executives are planned. Topics covered during the class: What is social business management and what do they have in common with the "usual" ways of running a business and the main differences? What should be the creator / manager of a social enterprise, its motivation? How are the employees selected? What is the role of sustainability considerations in running a social enterprise and in decision making? Literature: Praszkier - Section 4; Nicholls - Part 4; Bornstein - Part 3.

Managing a social enterprise. Description Annotation: The primary goal of a commercial enterprise is to increase its profit. Other objectives of the company come from profitability. However, the main aim of a social enterprise is to provide the social benefits that it is – aiming to achieve and to complete it with profitability. The performances of commercial enterprises are typically measured by financial returns. Social entrepreneurs often pursue a specific opportunity, and both social and economic goals are adopted together. As the number of social enterprises in Europe grows, the managers who run them are faced with an increasingly difficult task. Not only must they establish their organisations and legitimate them, but they must also find suitable ways to manage their key assets inclucling their social mission and efficiency constraints, committed volunteers and employees, and enlarged governance structures. Enterprises really work, which is why visits to such companies and/or brief presentations by their executives are planned. Topics covered during the class: What is social business management and what do they have in common with the "usual" ways of running a business and the main differences? What should be the creator / manager of a social enterprise, its motivation? How are the employees selected? What is the role of sustainability considerations in running a social enterprise and in decision making? Literature: Praszkier - Section 4; Nicholls - Part 4; Bornstein - Part 3.