SBD Lessons
Contents
SBD Lessons .............................................................................................................................................. 1
Lecture 1 Introduction (26-10) ............................................................................................................. 2
Workgroup 1 (29-10) ................................................................................................................................ 3
Lecture 2 Business development perspective ..................................................................................... 3
Lecture 3 Structural perspective .......................................................................................................... 4
Lecture 4 Knowledge management perspective ................................................................................. 6
Lecture 5 Institutional perspective ...................................................................................................... 7
Lecture 6 Socio-cognitive perspective ................................................................................................. 8
,Lecture 1 Introduction (26-10)
The business case has open endings, you should recognize the problems and solve them.
You should adopt mountain building instead of mountain climbing. It goes a little further than
problem solving.
Social entrepreneurship is not only about profitability but also has social goals. Topics for this course
are introduced in Partzsch & Ziegler.
Bricolage: solve problems with the material you have at hand (improvisation).
Exam: understand the concepts and be able to explain them (open questions), connections between
phenomena.
Send a question each Saturday before noon.
Fast reading:
1. Start with the titles and the abstract
2. Continue with figures and tables
3. Get the structure in your head (introduction: importance, gap, RQ, theoretical perspective,
empirical approach)
4. Filling in the grid goes much faster
Tutorials are not obliged.
, Lecture 2 Business development perspective
Why plan if the environment is uncertain?
Bricolage and improvisation
Bricolage: material in the ground that nobody wants to use, some guy extracts energy from this
ground. He generates heat to produce tomatos, fish, etc.
Improvisation: suddenly confronted with a problem, and you have to solve it (in teams)
Link with entrepreneurial theories (opportunity recognition and effectuation):
- When you engage in bricolage you may identify certain opportunities
- Slides
Translation to practice (relationship between bricolage and culture):
- Resource constraints, they should engage in bricolage
Innovation is an output, improvisation is a process
Planning is necessary to be able to improvise
Tension between improvisation and planning, you cannot plan forward, but you cannot plan
improvisation.
Creativity is the generation of novel and useful ideas, innovation is outcome
Selective vs. parallel bricolage: parallel does not necessarily lead to innovation, because they use the
same bricolage in parallel processes
1. Creation (mountain building, iterative learning process) and discovery (mountain climbing,
planning)
2. Table in article
a. Opportunities are dependent vs. independent
b. Entrepreneurs
c. Decision-making
Contents
SBD Lessons .............................................................................................................................................. 1
Lecture 1 Introduction (26-10) ............................................................................................................. 2
Workgroup 1 (29-10) ................................................................................................................................ 3
Lecture 2 Business development perspective ..................................................................................... 3
Lecture 3 Structural perspective .......................................................................................................... 4
Lecture 4 Knowledge management perspective ................................................................................. 6
Lecture 5 Institutional perspective ...................................................................................................... 7
Lecture 6 Socio-cognitive perspective ................................................................................................. 8
,Lecture 1 Introduction (26-10)
The business case has open endings, you should recognize the problems and solve them.
You should adopt mountain building instead of mountain climbing. It goes a little further than
problem solving.
Social entrepreneurship is not only about profitability but also has social goals. Topics for this course
are introduced in Partzsch & Ziegler.
Bricolage: solve problems with the material you have at hand (improvisation).
Exam: understand the concepts and be able to explain them (open questions), connections between
phenomena.
Send a question each Saturday before noon.
Fast reading:
1. Start with the titles and the abstract
2. Continue with figures and tables
3. Get the structure in your head (introduction: importance, gap, RQ, theoretical perspective,
empirical approach)
4. Filling in the grid goes much faster
Tutorials are not obliged.
, Lecture 2 Business development perspective
Why plan if the environment is uncertain?
Bricolage and improvisation
Bricolage: material in the ground that nobody wants to use, some guy extracts energy from this
ground. He generates heat to produce tomatos, fish, etc.
Improvisation: suddenly confronted with a problem, and you have to solve it (in teams)
Link with entrepreneurial theories (opportunity recognition and effectuation):
- When you engage in bricolage you may identify certain opportunities
- Slides
Translation to practice (relationship between bricolage and culture):
- Resource constraints, they should engage in bricolage
Innovation is an output, improvisation is a process
Planning is necessary to be able to improvise
Tension between improvisation and planning, you cannot plan forward, but you cannot plan
improvisation.
Creativity is the generation of novel and useful ideas, innovation is outcome
Selective vs. parallel bricolage: parallel does not necessarily lead to innovation, because they use the
same bricolage in parallel processes
1. Creation (mountain building, iterative learning process) and discovery (mountain climbing,
planning)
2. Table in article
a. Opportunities are dependent vs. independent
b. Entrepreneurs
c. Decision-making
