Social Entrepreneurship and Technology Entrepreneurship: Case Study Analysis

Typologies of Social Enterprise

1.List the “meanings” or typologies of social enterprise, and describe each briefly. Explain the value of this typology by describing how it may be applied to the case study business used for the “social entrepreneurship” part of this course.

2.Discuss the ways in which tensions can arise in social enterprise on account of the social mission and financial objectives. Illustrate your answer by reference to the case study business used for the “social entrepreneurship” part of this course.

3.Describe and discuss typical challenges faced by social entrepreneurs in setting up a social enterprise. Illustrate your answer by using the case study business used for the “social entrepreneurship” part of this course.

Technology entrepreneurship 

1.Draw a figure that illustrates the technology life-cycle concept, and explain what it means. Use the case study business for the “technology entrepreneurship” part of this course to explain what this concept means for an industry and for a business in that industry.

2.Describe the diffusion of innovation model, and explain its implications for launching new products and services. Apply this model to the case study business for the “technology entrepreneurship” part of this course, and discuss the current situation in which this business finds itself.

3.Draw an annotated picture of a formal commercialisation process, and use this to describe the process and explain its rationale and purpose. Apply this model to the case study business for the “technology entrepreneurship” part of this course, and discuss the current situation in which this business finds itself.

1.Explain the perspectives of strategic entrepreneurship. Apply this framework to the case study business for the “corporate entrepreneurship” part of this course to illustrate how it implements strategic entrepreneurship initiatives.

2.Explain the mechanism of corporate venturing. Use the case study business for the “corporate entrepreneurship” part of this course to illustrate how it implements corporate venturing initiatives.

3.Discuss the importance of instruments such as those developed by Kuratko et al (2014) and Ireland et al (2006) for developing an appropriate climate for supporting entrepreneurial initiatives within the business. How would you use one of these instruments in the case study business for the “corporate entrepreneurship” part of this course, and what would you expect the results to be?

1.Describe the Zahra et al (2004) framework for identifying cultural differences between businesses. Apply this framework to the case study business for the “family business” part of this course to identify what you think distinguishes this business from a typical for-profit business.

2.Explain the socioemotional wealth construct and its dimensions. Apply this construct to the case study business for the “family business” part of this course to illustrate how this business supports entrepreneurial initiatives.

3.Describe why and how a family business might go about recruiting a nonfamily manager. Consider the case study business for the “family business” part of this course, and explain how and why you think that a nonfamily manager might benefit that business in its entrepreneurial initiatives.