course material

1. Explore the work of a transformative entrepreneur or startup,
AssessmentStudents will work individually towards a 2200-3000 word essay to be
submitted by 21 March 2019, 4pm. This essay is a summative form of assessment and will
comprise 100% of the final mark. The essay will focus on one of two tasks chosen by the
student:1) Case Study: explore the work of a transformative entrepreneur or startup,
building on the questions, frameworks and insights from the module, as well as on
secondary data and/or original interviews (where possible). The goal is to analyze the
transformative dimensions of the person or enterprise, and provide insights into the
scalable nature of the activity. The Case Study option can also be used on your own start-
up.2) Feasibility Analysis: identify and explore the nature of an addressable problem
within a specific context. The starting point could be a country, an SDG, a social problem, a
global challenge. You will use tools from the course to drill down and find the boundaries of
an opportunity, and examine the feasibility of a solution (s). This will require you to display
understanding of how a context (social, cultural, institutional) shapes the entrepreneurial
opportunity.上课问过的一些问题↓ Transformative dimensions=如何造福社会。Scalable
Nature=扩展性，比如能否用于其他国家或地区用 Ansoff Matrix 分析“平安好医生”在线医
疗作为 case study 的公司，成立于 2014 年，是平安保险旗下子公司，财务上有保障。平
安好医生可以减短等候时间，提供平价在线巡诊，进一步避免 Medical Inequality。
https://www.jk.cn/aboutUs 老师的评分要求↓ SESSION 1: How can startups change the
world?Session overview:This session will provide the introduction to the module and the
overview of the theory of transformative entrepreneurship through lecture, discussion of
case studies and group exercises. What is transformative entrepreneurship? How does it
differ with more conventional, dominant forms of entrepreneurial action or with
“transformational” Silicon Valley entrepreneurship that changes markets and behaviours
through scalable technologies? What is it that we should set out to change in the world? And
what are some key examples of transformative ventures? The session will look at the
landscape of different forms of entrepreneurship (traditional, social, sustainable) along with
examples of entrepreneurial practices to critically explore the notion of transformative
entrepreneurship. It will be argued that the values and philosophy of sustainable global
prosperity can offer a profound compass for transformative entrepreneurship. Students will
be challenged to develop and deepen their own understanding of transformative
entrepreneurial objectives and of how to link such objectives to tangible business models
that, while typically departing from local activities and underpinnings, can extend and grow

2. to address global challenges. Key readings:Dees G. (2001) ‘The Meaning of Social
Entrepreneurship’. Kauffman Center for Entrepreneurial Leadership, available
at: https://centers.fuqua.duke.edu/case/wp-
content/uploads/sites/7/2015/03/Article_Dees_MeaningofSocialEntrepreneurship_2001.p
dfMarmer M. (2012) ‘Transformational Entrepreneurship: Where Technology Meets
Societal Impact’. Harvard Business Review, 23 April 2012, available
at: https://hbr.org/2012/04/transformational-entrepreneurs Other readings:Bornstein D.
(2013) ‘Beyond Profit: A Talk With Muhammad Yunus’. New York Times, 17 April
2013. http://opinionator.blogs.nytimes.com/2013/04/17/beyond-profit-a-talk-with-
muhammadyunus/?_r=0Dean T.J. & McMullen J.S. (2007) Toward a theory of sustainable
entrepreneurship: Reducing environmental degradation through entrepreneurial
action, Journal of Business Venturing 22(1): 50-76.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.Flannery M. (2007) Kiva and the Birth of
Person-to-Person Microfinance, Innovations 2(1-2): 31–56.Harry N. (2015) Pioneering the
Youth and Technology Movement in Africa and Beyond (Case Narrative), Innovations 10(1–
2): 61–73.Jackson T. (2016) Prosperity without Growth: Economics for a Finite Planet
(Revised Edition). London: Routledge.Marquis C. & Park A. (2014) Inside the Buy-One Give-
One Model, Stanford Social Innovation Review, Winter 2014: 28-33, available
at: http://www.people.hbs.edu/cmarquis/inside_the_buy_one_give_one_model.pdf.Naudé
W. (2010) Entrepreneurship, developing countries, and development economics: new
approaches and insights, Small Business Economics 34: 1–12.Nicholls A. (2010) Fair Trade:
Towards an Economics of Virtue, Journal of Business Ethics 92(S2): 241–55.Pedersen E.R.,
Gwozdz W. & Hvass K. (2016) Exploring the Relationship Between Business Model
Innovation, Corporate Sustainability, and Organisational Values, Journal of Business
Ethics: 267-284.Surman M., Gardner C. & Ascher D. (2014) Local Content, Smartphones, and
Digital Inclusion, Innovations 9(3–4): 63–74.Yunus M. (2003) Banker to the Poor: Micro-
Lending and the Battle Against World Poverty. New York: Public Affairs.Zahra S.A,
Gedajlovic E., Neubaum D. & Shulman J.M. (2009) A typology of social entrepreneurs:
Motives, search processes and ethical challenges, Journal of Business Venturing 24(5): 519-
532.SESSION 2: How can small companies address global challenges?Session overview:This
session will mobilize a lecture, discussions, city walk and a group exercise to explore how
entrepreneurial approaches can be used to help tackle the United Nations’ Sustainable
Development Goals (SDGs) within the urban context. How do entrepreneurs identify the
addressable problem that forms the centre of an enterprise? How do they arrive at
transformative business ideas? The lecture will look at the interplays between global
challenges and local entrepreneurial practices. Students will learn about the theory behind
searching for business models that will drive the most positive impact and also create
profitable solutions. City walk and group work will be used to identify key challenges and
devise entrepreneurial problem statements. Groups will explore different areas in
Bloomsbury and develop approaches to tackle challenges within them. Key
readings:VOLANS (2016) Breakthrough business models: exponentially more social, lean,
integrated and circular. London: Business and Sustainable Development Commission,

3. available at: http://s3.amazonaws.com/aws-
bsdc/Volans_Breakthrough_Business_Models_Report_September-2016-updated-4-Oct-
2016.pdfUN (2015) Goal 11: Sustainable cities and communities, available
at: http://www.undp.org/content/undp/en/home/sustainable-development-goals/goal-
11-sustainable-cities-and-communities.html Other readings:Moore H.L. (2015) Global
Prosperity and Sustainable Development Goals: Global Prosperity and SDGs, Journal of
International Development 27(6): 801–15.Shane S. (2000) Prior Knowledge and the
Discovery of Entrepreneurial Opportunities. Organization Science 11(4): 448–69.Shepherd
D.A. & Patzelt H. (2017) Trailblazing in Entrepreneurship: Creating New Paths for
Understanding the Field. Cham: Plagrave MacMillan.Visser W. (2017) Innovation Pathways
Towards Creating Integrated Value: A Conceptual Framework, International Humanistic
Management Association, Research Paper Series No. 17-41. Video clips: 1. Carolyn Steel
on TED: How Food Shapes Our
Cities https://www.ted.com/talks/carolyn_steel_how_food_shapes_our_cities2. Dan
Pallota on TED: The way we think about charity is dead
wrong https://www.ted.com/talks/dan_pallotta_the_way_we_think_about_charity_is_dead_
wrong3. Michael Green on TED: How we can make the world a better place by
2030 https://www.ted.com/talks/michael_green_how_we_can_make_the_world_a_better_pl
ace_by_2030SESSION 3: How to launch an impactful businessSession overview:This session
will comprise a lecture and a field trip. It will explore what it takes to start an organisation,
raise finance and navigate regulatory environments. It will examine where how
entrepreneurs change ideas into opportunities, how they operate in different environments
and mobilise entrepreneurial networks. What are the first steps in launching an enterprise?
How does one go about securing finance and resources? How do enterprise frameworks
hold up to the multi-layered challenges typically tackled by transformative entrepreneurs?
How can entrepreneurs partner effectively to build value around their idea? What skills and
attitudes do they require to achieve that? Following the lecture students will map the
process of setting up an enterprise in a real life environment. They will visit Growing
Underground, a subterranean urban farm located 100ft under the streets of London. One of
the co-founders of the company will introduce them to some of the necessary steps and
challenges involved in launching a business. Key readings:Belz F.M. & Binder J.K. (2015)
Sustainable Entrepreneurship: A Convergent Process Model, Business Strategy and the
Environment 26(1): 1-117.Osterwalder A. and Pigneur Y. (2010) Business Model
Generation: A Handbook for Visionaries, Game Changers, and Challengers. Hoboken, NJ:
John Wiley & Sons [pages 15-41] Other readings:Albert L.S., Dean T.J. & Baron R.A. (2016)
From Social Value to Social Cognition: How Social Ventures Obtain the Resources They Need
for Social Transformation, Journal of Social Entrepreneurship 7(3): 289–311.Austin J.,
Stevenson H. & Wei-Skillern J. (2006) Social and Commercial Entrepreneurship: Same,
Different, or Both?, Entrepreneurship Theory and Practice 30(1): 1-22.Dorado S. (2006)
Social Entrepreneurial Ventures: Different Values So Different Process of Creation,
No?, Journal of Developmental Entrepreneurship 11(4): 319–43.Prahalad C.K. & Krishnan
M.S. (2008) The New Age of Innovation. Driving Co-Created Value through Global
Networks. London: McGraw-Hill. Yunus M., Moingeon B. & Lehmann-Ortega L. (2010)

4. Building Social Business Models: Lessons from the Grameen Experience, Long Range
Planning 43(2-3): 308-25.Zott C. and Nguyen Huy Q. (2007) ‘How Entrepreneurs Use
Symbolic Management to Acquire Resources’. Administrative Science Quarterly 52(1): 70-
105. SESSION 4: How to understand the market: business analysis and customer
insightsSession overview:This session brings together a lecture, discussion of case studies
and group work to familiarize students with customer development methods. Students will
learn how to shape and refine ideas using a variety of tools. They will work in groups to test
an idea for a company – a dream company of their own, an imaginary concept or an existing
one. A set of easy steps including the use of business analysis tools, qualitative research
methods and rapid quantitative surveys will take each group from an initial idea to its
validation and customer development. Students will learn how to detect need states, trace
cultural trends and build narratives of change, as well as how to create empathy with
consumers, their journeys and experiences. Key readings:Almquist E., Senior J. & Bloch N.
(2016) The Elements of Value, Harvard Business Review, September 2016: 46–53, available
at: https://hbr.org/2016/09/the-elements-of-valueAlvarez C. (2014) Lean Customer
Development. Building Products Your Customers Will Buy. Sebastopol, CA: O’Reilly
[Chapters 2-4]. Other readings:Bhide A. (2009) The Venturesome Economy. Princeton, NJ:
Princeton University Press. Blank S. (2006) The Four Steps to the Epiphany. Lulu.com
[Chapter 2, p. 15-26].Brinkmann S. & Kvale S. (2018) Doing Interviews. London and
Thousand Oaks, CA: Sage. [Chapter 5, p. 57-72].Cooper B. & Vlaskovits P. (2010) The
Entrepreneur’s Guide to Customer Development: A cheat sheet to The Four Steps to the
Epiphany. Menlo Park, CA: Cooper-Vlaskovits.Holt D. & Cameron D. (2010) Cultural
Strategy. Oxford: Oxford University Press.Horowitz B. (2014) The Hard Thing about Hard
Things. New York: Harper Business.Neergaard H. & Parm Ulhøi J. (2007) Handbook of
Qualitative Research Methods in Entrepreneurship. Cheltenham and Northampton, MA:
Edward Elgar.Osterwalder A., Pigneur Y., Bernarda G. & Smith A. (2014) Value Proposition
Design. Hoboken, NJ: John Wiley & Sons.Ries E. (2011) The Lean Startup: How Constant
Innovation Creates Radically Successful Businesses. London: Portfolio Penguin.Thiel
P. & Maters B. (2014) From Zero to One. New York: Crown Publishing. Click here to request
for this assignment help#Explore #work #transformative #entrepreneur #startup