SCHEDULE, READINGS AND ASSIGNMENTS - V

R-14 Paton, Rob. 2003. Managing and Measuring Social Enterprises. London: Sage
Publications: 1-19, 37-51, 137-154. (chapters 1, 3 and 8) [54 pages]
R-15 AccountAbility. 2003. “Access: An Inception Report.” London: AccountAbility:
6-20.
http://www.accountability.org.uk/uploadstore/cms/docs/Inception%20Report2.p
df [14 pages]
R-16* Vaughan, Diane. 1999. “The Dark Side of Organizations: Mistake, Misconduct, and Disaster.” Annual Review of Sociology, 25: 271-305. [34 pages]
Session 8: May 6, 2004
8. Performance (II): Freeplay¾Getting the Investor Structure Right Study questions:
1. Why is Freeplay a social enterprise?
2. Which option should Freeplay pursue: MBO, IPO, or a strategic partnership?
3. How would you assess and measure the impact of the Freeplay Foundation?
R-17 Mair, Johanna, and Emma Coles. 2004. “The Freeplay Energy Group and Foundation.” IESE-Schwab Foundation Case Study Series on Social Entrepreneurship. Barcelona: IESE Business School. [15 pages]
R-18 Edens, Thomas. 2002. “Strategic Success Options: Alternatives for the Closely Held Business.” Collector (July): 50-53. [4 pages].
http://www.marionfinancial.com/pdfs/succession.pdf
R-19* Grace, Kay Sprinkel. 2002. “Treating Your Donors as Investors.” In: Strategic Tools for Social Entrepreneurs: Enhancing the Performance of Your Enterprising Nonprofit, J. Gregory Dees, Jed Emerson, and Peter Economy, eds. Pp. 117 - 140. New York: Wiley. [23 pages]
Session 9: May 13, 2004
9. Innovation (II): The Intermediary Landscape Study questions:
1. Based on the cases of CDI, ApproTEC Kenya, ASAFE and Freeplay, what are the most important constraints a social entrepreneur faces in scaling up his or her initiative? How can intermediaries help?
2. What is the Schwab Foundation’s niche in the intermediary landscape?
Acumen’s? Ashoka’s? Skoll’s?
3. Presume that you have decided to invest 25 million Swiss Francs to set up a Foundation that supports social entrepreneurship. Which services would you offer to social entrepreneurs?