Please note that this syllabus should be regarded as only a general guide to the course. The instructor may have changed
specific course content and requirements subsequent to posting this syllabus. Last Modified: 12:03:27 08/31/2015
SOCY 5552:
Social Entrepreneurship
Time:
Location:
Faculty:
Email:
Phone:
Monday 3:30pm- 6:00pm
McGuinn 415
Amy C. Sousa, Ph.D.
asousa@wediko.org
(617) 797-6720
Course Description
This course will explore how nonprofit leaders design, grow, and lead mission­
driven enterprises. Through a combination of reading, lecture, guest speakers, case
discussion, and student presentations, students will achieve the following:
• explore the historical, theoretical, and legal perspectives on nonprofit
organizations, as well as current trends and issues of consequence to
nonprofits;
• develop management techniques, resource allocation strategies, and
leadership skills for enhancing the effectiveness of nonprofits;
• understand board governance, public oversight, and the varied roles of
stakeholders in nonprofits;
• explore ethical issues and decisions in nonprofit management; and
• develop a business plan for a social enterprise.
Required Reading
• The Jossey-Bass Handbook of Nonprofit Leadership and Management, 3rd
Edition, David 0. Renz, Robert D. Herman (editors). Wiley.
• Additional materials including academic and professional journal articles,
TED talks, and web links are outlined in each section.
Assignments
General Guidelines: This is an applied sociology course intended to prepare students
for work and leadership in organizations outside of the academic sphere. Therefore,
written and oral assignments are intended to be concise and on- point. Students
should adhere strictly to page limits and include content directly related to the
assigned task.
Class Participation (10%): Students are expected to attend all scheduled classes and
be prepared to contribute constructively to discussions and activities based on
reflection of the assigned readings. Constructive participation includes, but is not
limited to the following:
•
•
•
•
Providing informed responses to discussion questions.
Answering questions posed by the instructor and/or classmates.
Sharing unique knowledge of course material with the class.
Raising questions that indicate comprehension, thought, and insight about
the material.
Social Entrepreneurship Syllabus, Page 1
Amy C. Sousa, Ph.D., Boston College
Reflection Papers (10% each: 30% total): Each of the weekly reading assignments is
accompanied by a reflection question related to the selected material. Students
shall select THREE (3) of reflection questions to answer in writing and use the
assigned reading to inform written responses. Reflection papers should not exceed
THREE (3) double-spaced pages. Shorter papers of high quality are acceptable.
Reflection papers are due no later than TWO (2) weeks after class discussion of the
selected topic.
Case Study (25%): Students will analyze and discuss a number of case studies
through readings and class discussions. All students are expected to research the
case studies highlighted in the syllabus prior to class. Each student will be expected
to prepare a written analysis of one of the case studies provided or seek permission
from the instructor to select a case not presented in class. The case write-up should
be a FIVE (5) to SEVEN (7) page, double-spaced, analytic memo addressing the
questions in this syllabus (minimum of four reflection areas).
Final Exam (35%): Students are required to take a final exam representing the
cumulative knowledge acquired during this course. The exam will reflect the
breadth and depth of the varied readings and discussions examined during the
entirety of this course.
Assessment of Content: The course assignments are meant to inspire thought and
assess understanding of the materials and perspectives presented. Letter grades will
be determined by the quality of presentations/arguments. "Quality" is evaluated as
follows:
• In-depth understanding of the course materials as demonstrated by rigorous
application of readings to the assignments;
• Respectful reflection on a broad range of diverse perspectives;
• Continuity and coherence of presentation/argument;
• Creative application of the materials as demonstrated by making connections
among the readings and topic areas; and
• Well-constructed prose.
Revisions: With the exception of the final exam, writing assignments may be revised
within TWO (2) weeks of original submission for reconsideration. Students may
present drafts of the business plan in hardcopy to the instructor for feedback up
until TWO (2) weeks prior to the due date.
Extra Credit: Extra credit assignments will be considered on an individual basis.
Assignments should address areas of weakness or enhance areas of interest. Extra
credit assignments will be vigorous tests of knowledge, creativity, and analysis. If
you chose to take on an extra credit assignment, be prepared for a serious time
commitment. Please consult the instructor if you wish to receive an extra credit
assignment.
Social Entrepreneurship Syllabus, Page 2
Amy C. Sousa, Ph.D., Boston College
Section 1- Introduction and History
Required Reading:
• Dobkin Hall, P. (2011.) "Chapter One: Historical Perspectives on Nonprofit
Organizations in the United States." The jossey-Bass Handbook of Nonprofit
Leadership and Management, 3rd Ed., David 0. Renz (Eds) Wiley, Pp. 3-38.
• Hammack, David C. (2002.) "Nonprofit Organizations in American History
Research Opportunities and Sources." American Behavioral Scientist,July
2002, Vol. 45, No. 11, Pp. 1638-1674.
• Neem, Johann. (2003.) "Politics and the Origins of the Nonprofit Corporation
in Massachusetts and New Hampshire, 1780-1820," Nonprofit and Voluntary
Sector Quarterly. September 2003, Vol. 32 no. 3, Pp. 344-365.
Recommended Reading
• Morris, Susannah. (2000.) "Defining the Nonprofit Sector:Some Lessons from
History." Voluntas: International journal of Volunta ry and Nonprofit
Organizations, March 2000, Volume 11, Issue 1, Pp. 25-43.
Case Studies:
Harva rd University and Boston College
Reflection Question:
What conditions inhibit or encourage the development of nonprofit organizations?
Section 2 – Nonprofit or For-Profit?
Required Reading:
• Hopkins, Bruce R. and Virginia Gross. (2011.) "Chapter Two:The Legal
Framework of the Nonprofit Sector." in The jossey-Bass Handbook of
Nonprofit Leadership and Management, 3rd Edition, David 0. Renz (Editor)
Wiley, Pp. 42-75.
• Margolis, Joshua and James P. Walsh. (2003.) "Misery Loves Companies:
Rethinking Social Initiatives by Business," Administrative Science Quarterly.
Sage. Vol. 48, No.2 (June, 2003), pp. 268-305
• Dees, J. Gregory and Beth Battle Anderson. (2003.) "Sector-bending:
Blurring Lines between Nonprofit and For-profit." Society. May/June 2003,
Volume 40, Issue 4, Pp. 16-27.
• http:/fwww.independentsector.org/uploadsfabout_sectorfroles_nonprofit_
philanthropic_community.pdf
• TED Talk: Michael Porter Why business can be good at solving social problems
Social Entrepreneurship Syllabus, Page 3
Amy C. Sousa, Ph.D., Boston College
Recommended Read ing:
Independent Sector. (2011.) Roles of the Nonprofit and Philanthropic Community.
Case Studies:
The Home for Little Wanderers and Newman's Own
Reflection Question:
What elements differentiate a nonprofit organization from a for-profit social
enterprise?
Section 3: Values, Mission, and Drift
Required Reading:
• Jeavons, Thomas H. Chapter 7: Ethical Nonprofit Management Core Values
and Key Practices in The jossey-Bass Handbook of Nonprofit Leadership and
Management, 3rd Edition, David 0. Renz (Editor) Wiley, Pp.178-205
• Young, Den nis R. (2003.) "Organizational Identity in Nonprofit Organizations:
Strategic and Structural Implications." Nonprofit Management and
Leadership, Winter 2001, Volume 12, Issue 2, Pp. 139-157.
• Jones, Marshall B. (2007.) "The Multiple Sources of Mission Drift." Nonprofit
and Voluntary Sector Quarterly, J une 2007, Vol. 36, No.2, Pp. 299-307
Case Studies:
The Nature Conservancy and the National Rifle Association
Reflection Question: What is/are the difference(s) between "mission drift" and
diversification of business model?
Section 4- Operations: Structuring "Good" Work
Required Reading:
• Spero, Joan E. (2010.) "The Global Role of U.S. Foundations" (section on global
health challenges), Foundation Center, pp 10-15.
http://foundationcenter.org/gainknowledgejresearchjpdf/global_role_of_us
_foundations.pdf
• Koch, Bradley J., Joseph Galaskiewicz, and Alisha Pierson. (2015). "The Effect
of Networks on Organizational Missions, Nonprofit and Voluntary Sector
Quarterly, June 1, 2015 44: Pp. 510-538.
• Dees, Gregory. "The Meaning of Social Entrepreneurship"
http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/TheMeaningofso
cialEntrepreneurship.pdf
Social Entrepreneurship Syllabus, Page 4
Amy C. Sousa, Ph.D., Boston College
• Dees, Gregory. "Creating Large Scale Change: Not -Can-But -H ow." What
Matters. http:/ jvoices.mckinseyonsociety.comfcreating-large-scale-change­
not-can-but-how/
• Kun reuther, Frances. (2003.) "The Changing of the Guard: What Generational
Differences Tell us about Social-Change Organizations." Nonprofit and
Voluntary Sector Quarterly. September 2003 vol. 32 no. 3, Pp. 450-457.
• Salamon, Lester. (1999.) "The Nonprofit Sector at a Crossroads: The Case of
America." Voluntas: International journal of Voluntary and Nonprofit
Organizations. March 1999, Volu me 10, Issue 1, pp 5-23.
• Additional Readings TBD
Case Studies:
The Boston Foundation, Legal Services Corporation, and Rosie's Place
Reflection Question:
Under what circumsta nces might a nonprofit organization's structure change while
its mission remains the same?
Section 5- Point-of-View: Scarcity vs Abundance
Required Reading:
• The Boston Foundation. (2011.) The M easure of Poverty: A Boston I
ndicators Project Special Report
http://www.tbf.org//media/TBFOrg/Files/Reports/Final%20Poverty%20
report. pdf
• TED Tal k: Mamie Webb: Recreate the Way We Look at Social Issues
• Sawhill, John C. and David Williamson. (2001.) "Mission Impossible?:
Measuring Success in Nonprofit Organizations" in Nonprofit Management and
Leadership, Spring 2001, Vol ume 11, Issue 3,_Pp. 371-386.
Case Studies:
Susa n G. Komen Fou ndation, Tech Soup, and Catchafire
Reflection Question:
How might a nonprofit communications' strategies differ depending on a point-of­
view based on scarcity versus abundance?
Section 6: Friend-raising and Fundraising
Required Reading:
• Fogal, Robert E. "Chapter 19: Designing and Managing the Fu ndraising
Program." in The jossey-Bass Handbook of Nonprofit Leadership and
Management, 3rd Edition, David 0. Renz (Editor) Wiley.
Social Entrepreneurship Syllabus, Page 5
Amy C. Sousa, Ph.D., Boston College
• Neumayr, Michaela, Ulrike Schneider, and Michael Meyer. (2015.) "Public
Funding and Its Impact on Nonprofit Advocacy." in Nonprofit and Voluntary
Sector Quarterly, April1, 2015, Issue 44, Pp. 297-318.
• Froelich, Karen A (1999.) "Diversification of Revenue Strategies: Evolving
Resource Dependence in Nonprofit Organizations" in Nonprofit and
Voluntary Sector Quarterly, September 1999, Vol. 28, No.3, Pp. 246-268.
• TED Talk: Nicholas Christakis: The H idden Influ ence of Social Networks
• "In Defense of Raising Money: a Manifesto for Nonprofit CEOs" by Sasha
Dichter http:/ /sashadichter.files.wordpress.com/2008/10/manifesto-in­
defense-of-raising-money_sasha1.pdf
• "The Role of Brand in the Nonprofit Sector," Nathalie Kylander and
Christopher Stone, Stanford Social Innovation Review,Spring 2012.
http:/fwww.ssireview.org/articles/entry/the_role_of_brand_in_the_nonprofi
t_sector
Case Studies:
Best Buddies, St. Jude's Research Hospital, and National Public Radio
Reflection Question:
How can fundraising approaches serve the mission of an organization and lead to
mission drift?
Section 7: Nonprofit Financial Management and Reporting
Required Reading:
• Bell, Jean ne. Chapter 17: Financial Leadership in Nonprofit Organizations.
The jossey-Bass Handbook of Nonprofit Leadership and Management, 3rd Ed.,
David 0. Renz (Eds) Wiley,
• Chapter 18 "Nonprofit Finance: Developing Nonprofit Resources." The jossey­
Bass Handbook of Nonprofit Leadership and Management, 3rd Ed., David 0.
Renz (Eds) Wiley,
• The Boston Foundation. (2009.) Passion & Purpose: Restructuring,
Repositioning and Reinven ting: Crisis in the Massachusetts Nonprofit Sector.
http:/fwww.tbf.org/reports/2009/may/passion-and-purpose-restructuring­
repositioning-and-reinventing-crisis-in-the-mass-nonprofit-sector
• Frumkin, P. and M.T. Kim. (2001.) "Strategic positioning and the financing of
nonprofit organizations: Is efficiency rewarded in the contributions
marketplace?" Public Administration Review- Wiley Online Library
• Principe, Kristine E., Kathleen Adams, J enifer Maynard, and Edmund R.
Becker. "The Impact of the I ndividual Mandate a nd Internal Revenue Service
Form 990 Schedule H on Community Benefits From Nonprofit Hospitals."
American journal of Public Health: Feb. 2012, Vol. 102, No.2, pp. 229-237.
• Czerwinski, Stanley J. (2010.) Nonprofit Sector: Treatment and Reimbursement
of Indirect Costs Vary among Grants, and Depend Significantly on Federal, State,
Social Entrepreneurship Syllabus, Page 6
Amy C. Sousa, Ph.D., Boston College
and Local Government Practices. Report to the Chainnan, Committee on the
Budget, House of Representatives. GAO-l0-477
• TED talk: Dan Pallotta:The Way We Think About Charity is Dead Wrong
http:Ifwww.ted.com/talksIdan_pallotta_the_way_we_think_about_charity_is
_dead_wrong
Case Studies:
GuideStar, The Tony Collins Foundation, and Wediko Children's Services
Reflection Question:
By what means is the financial health of a nonprofit organization determined?
Section 8 - Staffing, Volunteerism, Social Enterprises
Required Reading:
• Watson, Mary R. and Rikki Abzug. Chapter 24: Effective Human Resource
Practices: Recruitment and Retainment in Nonprofit Organizations. The
]ossey-Bass Handbook of Nonprofit Leadership and Management, 3rd Ed.,
David 0. Renz (Eds) Wiley, Pp. 669
• Brudney, Jeffrey L. Chapter 26: Designing and Managing Volunteer Programs
The ]ossey-Bass Handbook of Nonprofit Leadership and Management, 3rd Ed.,
David 0. Renz (Eds) Wiley, Pp. 753
• Suarez, David F. (2010.) "Street Credentials and Management Backgrounds:
Careers of Nonprofit Executives in an Evolving Sector." Nonprofit and
Voluntary Sector Quarterly, August 2010, Vol. 39, No.4, Pp. 696-716.
• TED Talk: Melinda French Gates What nonprofits can learn from Coca-Cola
Recommended Reading:
• The Boston Foundation. (2009.) For the Benefit of Our Workers, The
Massachusetts Nonprofit Employee Benefit,
http:/fwww.tbf.org/"' jmedia/TBFOrg/FilesjReports/Benefit%20Report%2
02009_R.pdf
Case Studies:
Medecins Sans Frontieres (Doctors Without Borders) and The Salvation Army
Reflection Question:
How can staff structure reflect or contradict organizational mission and values?
Social Entrepreneurship Syllabus, Page 7
Amy C. Sousa, Ph.D., Boston College
Section 9 - Executive Leadership and Board Governance
Required Reading:
• Renz, David 0. Chapter 5: Leadership, Governance, and the Work of the board
The jossey-Bass Handbook of Nonprofit Leadership and Management, 3rd Ed.,
David 0. Renz (Eds) Wiley, Pp. 125-156.
• Chapter 6: Executive Leadership The jossey-Bass Handbook of Nonprofit
Leadership and Management, 3rd Ed., David 0. Renz (Eds) Wiley, Pp.157-177
• Finkelstein, Sydney and Richard A. D'aveni. (1994.) "CEO Duality as a Double­
Edged Sword: How Boards of Directors Balance Entrenchment Avoidance and
Unity of Command." Academy of Managanent, October 1, 1994 vol. 37 no. 5, Pp.
1079-1108.
• Kreutzer, Karin. (2009.) "Nonprofit governance during organizational transition
in voluntary associations." Nonprofit Managanent and Leadership. Vol 20, Issue
l , Pp. 1 17-133.
• Wallack, Todd. (2013.) "Martha Coakley targets nonprofit CEO pay." Boston
Globe, December 19, 2013.
http: //www.bostonglobe. com/metro /2013/12/19/massachusetts-attorney­
ge neral-raises-questions-a bout-nonprofit-executivepay/RLy3owyQKcKk7nPgUkwjCO /story.html
• O'Regan, Katherine and Sharon Oster. (2002.) "Does government funding
alter nonprofit governance? Evidence from New York City nonprofit
contractors." journal of Policy Analysis and Management. Summer 2002,
Volume 21, Issue 3, Pp. 359-379.
Recommended Reading:
• Preyra, Colin and George Pink. (2001.) "Balancing incentives in the
compensation contracts of nonprofit hospital CEOs." journal of Health
Economics. Volume 20, Issue 4, J uly 2001, Pp. 509-525.
Case Studies:
Pennsylvania Coalition Against Domestic Violence and Boston Children's Hospital
Reflection Question:
What elements of nonprofit leadership are similar and different than in other
sectors, i.e. private, for profit and government?
Section 10- Government Oversight and Accountability
Required Reading:
• Ebrahim, Alnoor. Chapter 4: the Many Faces of Nonprofit Accountability. The
jossey-Bass Handbook of Nonprofit Leadership and Management, 3rd Ed.,
David 0. Renz (Eds) Wiley, Pp.
Social Entrepreneurship Syllabus, Page 8
Amy C. Sousa, Ph.D., Boston College
• Lee, Mordecai. (2004.) "Public reporting: A neglected aspect of nonprofit
accountability." Nonprofit Management and Leadership. Volume 15, Issue 2,_Pp.
169-185.
• Irvin, Renee A. (2005.) "State Regulation of Nonprofit Organizations:
Accountability Regardless of Outcome." Nonprofit and Voluntary Sector
Quarter{}' June 2005 vol. 34 no. 2, Pp. 161-178.
• Lipsky, Michael and Steven Rathgeb Smith. (1989.) "Nonprofit Organizations,
Government, and the Welfare State." Political Science Quarter{}', Vol. 104, No.
4 (Winter, 1989-1990), Pp. 625-648.
Case Studies:
Disability Rights Center- Concord, NH, National Basketball Players' Association
Foundation
Reflection Question:
If nonprofit organizations are designed to provide a social "good ," how do we know
it's working?
Social Entrepreneurship Syllabus, Page 9
Amy C. Sousa, Ph.D., Boston College