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Social entrepreneurship


Les Masters du Rizomm - FGES ( RIZOMM )

Code Cours :


Niveau Année de formation Période Langue d'enseignement 
Année 2Anglais
Professeur(s) responsable(s)
Intervenant(s)Pas d'autre intervenant

    Ce cours apparaît dans les formations suivantes :
  • Faculté de Gestion, Economie & Sciences - Masters du Rizomm - Master 1 International Management - Année 1 - 6 ECTS
    Faculté de Gestion, Economie & Sciences - Masters du Rizomm - Master 2 International Management - Année 2 - 4 ECTS

Objectifs du cours

The aims of the course include:

  • Developing systematic knowledge and understanding of the third sector and social economy, and the development of social enterprise and its place within society.

  • Offering opportunities to explore rationale, purposes and practices of social enterprises in different contexts.

  • Presenting theories of organisation in terms of their application to social enterprises and the infrastructure needed to support them.

  • Offering opportunities to look at social enterprise in detail from different entrepreneurial / managerial / organisational perspectives.

  • Encouraging students to adopt a critical and reflexive approach to understanding social enterprise.

  • Examining ethical, critical and social issues that arise during the practice of managing social enterprises.

At the end of the course, students will be able to:

  • Compare and contrast third sector and social economy concepts, terms and organisational forms.

  • Explain and theorise the contribution of social enterprises to social and economic change.

  • Explain and apply democratic theory to enterprise management, and use it to critique and/or transform business practices.

  • Critically evaluate the historical trends that have influenced the emergence of social enterprise as a phenomenon.

  • Assess and critically evaluate the relevance of typologies of social enterprise in different regional, national, international and industry sector contexts.

  • Develop professional skills to contribute to strategic decisions regarding income generation, organisational and human resource development in one or more social enterprise contexts.

  • Evaluate the purposes, outcomes and impacts of social enterprises through development of knowledge about social accounting and audit.

  • Develop and/or implement a realistic social enterprise project or business plan.

  • Critically appraise findings from published research on management, business and social enterprise.

Modalités d'enseignement

Organisation du cours

Lectures, guest speakers, and case study method

Méthodes pédagogiques


    Contrôle continu : coeff. 1


    • Adopted handbook :||
      Kickul, J., & Lyons, T. S. (2012). Understanding social entrepreneurship: The relentless pursuit of mission in an ever changing world. New York, NY: Routledge.||||
      Essential readings:||
      Bridge, S., Murtagh, B., & O’Neill, K. (2013). Understanding the Social Economy and the Third Sector. Palgrave Macmillan.||
      Doherty, B., Foster, G., Meehan, J., Meehan, K., & Mason, C. (2009). Management for Social Enterprise. London, UK: Sage.||
      Wei-Skillern, J., Austin, J. E., Leonard, H., & Stevenson, H. (2007). Entrepreneurship in the social sector. Los Angeles, CA: Sage.||||
      Supplemental readings :||
      Dart, R. (2004). The legitimacy of social enterprise. Nonprofit Management and Leadership, 14(4), 411–424. doi:10.1002/nml.43||
      Dees, J. G., Emerson, J., & Economy, P. (2001). Enterprising nonprofits: A toolkit for social entrepreneurs. New York, NY: John Wiley and Sons.||
      Defourny, J., & Nyssens, M. (2010). Conceptions of Social Enterprise and Social Entrepreneurship in Europe and the United States: Convergences and Divergences. Journal of Social Entrepreneurship, 1(1), 32–53. doi:10.1080/19420670903442053||
      Frumkin, P. (2013). Between Nonprofit Management and Social Entrepreneurship. Public Administration Review, 73(2), 372–376. doi:10.1111/puar.12026||
      Haugh, H. (2012). The importance of theory in social enterprise research. Social Enterprise Journal, 8(1), 7–15. doi:10.1108/17508611211226557||
      Kerlin, J. A. (2009). Social Enterprise: A Global Comparison. UPNE.||
      Mair, J. (2010). Social entrepreneurship: Taking stock and looking ahead. In A. Fayolle & H. Matlay (Eds.), Handbook of research on social entrepreneurship (pp. 15–28). Cheltenham, UK: Edward Elgar.||
      Mair, J., Robinson, J., & Hockerts, K. (2006). Social Entrepreneurship. Palgrave Macmillan.||
      Martin, F., & Thompson, M. (2010). Social Enterprise: Developing Sustainable Businesses. Palgrave Macmillan||
      Nyssens, M. (Ed.). (2006). Social enterprise: At the crossroads of market, public policies and civil society. London, UK: Routledge.||
      Peredo, A. M., & McLean, M. (2006). Social entrepreneurship: A critical review of the concept. Journal of World Business, 41(1), 56–65. doi:10.1016/j.jwb.2005.10.007||
      Ridley-Duff, R., & Bull, M. (2011). Understanding social enterprise: Theory and practice. London, UK: Sage.||
      Yunus, M. (2007). Creating a World Without Poverty: Social Business and the Future of Capitalism. New York, NY: PublicAffairs.||
      Zamagni, S., & Bruni, L. (2013). Handbook on the Economics of Philanthropy, Reciprocity and Social Enterprise. Edward Elgar Publishing.

    Ressources internet

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