Social Entrepreneurship Courses Research Articles

Blooming social impact: Growing Appalachian Botanical Company’s resource partnerships in a rural ecosystem

Research methodology This case is based on primary and secondary data collection. ABCo’s Founder, Jocelyn Sheppard, sat down with the author for a 75-min recorded interview in July 2022, and she provided follow-up information via email. Interview data was supplemented with secondary data from publicly available sources to fill in portions on the founder, the company’s history and its location; and triangulate the collected interview data (Creswell and Poth, 2018). There are no conflicts of interest that the author needs to disclose related to the founder or company. The case was piloted at one institution in the Fall 2022, Spring 2023 and Fall 2023 semesters, with 59 undergraduates in an in-person social entrepreneurship course and 165 undergraduates and 33 graduate students in an online asynchronous social entrepreneurship course. All students worked through the case in groups, and as a requirement of their corresponding assignment submission, they provided feedback that was de-identified. In total, 60 groups reported their feedback, which was considered during the subsequent drafts of the case and instructors’ manual IM. According to the anonymized feedback, the protagonist, product line, desired social impact and experienced challenges of ABCo were all said to be interesting, approachable and relatable for students, and the case piqued the interest of students coming from different majors (e.g. business, environmental issues, human services and criminal justice). Students from rural areas, or those who have family in rural areas, felt the case was particularly interesting; a handful of the students in the asynchronous online class who were unfamiliar with such settings suggested providing students with some additional contextualization of rural environments, either through class discussion with other students who had experience in those environments or additional media or text-based supports. Further adjustments also included removing a reading and a corresponding question and revising elements within the Teaching Approaches section of the IM to support the additions they suggested within the feedback (i.e. spending time to define and walk through the provided model and highlight the differences of rural entrepreneurship and entrepreneurship in the rural as a class before engaging in the related write-ups for that question). Case overview/synopsis Jocelyn Sheppard, Founder of Appalachian Botanical Company (“ABCo”), had built her company not just on a vision of revitalizing reclaimed coal mine land through planting and producing products with lavender, but also to have a social impact on the rural town of Ashford and its greater region of Boone County in West Virginia, USA. While she understood that hiring workers in need of a second chance would present its challenges, she was shocked by the depth of social need her new employees presented, which contributed to many employees’ disruptive behaviors and turnover. To approach the problem at hand, Sheppard needed to reflect on the resources around her, namely, other entities and organizations who might be able to support her efforts to improve how ABCo delivers on its social mission and, thus, helps to improve the local community and its economy. The case draws upon literature and models within rural entrepreneurship and community development to have students advise Sheppard on what she should do next to improve the social outcomes for ABCo and its employees. Complexity academic level This case is geared for both upper-level undergraduate and graduate courses in entrepreneurship, including in social, environmental and rural entrepreneurship courses and course modules. The case introduces students to a social enterprise struggling to get its footing in a rural context. The case would be suitable for both introductory and advanced courses, especially when placemaking/place-based entrepreneurship or ecosystem building are discussed.

대학 창업 교과목 운영 사례

The purpose of this study was to derive implications for start-up education and effective teaching methods for start-up courses through the operation of social entrepreneurship courses in the university's regular start-up curriculum. In order to develop, operate, and analyze the effectiveness of social entrepreneurship courses, data were collected through self-evaluation surveys and post-class reflection reports, and the collected data was categorized based on the corresponding sample t-test and important events. First, the main research results showed that all factors of innovation, initiative, and risk-taking in entrepreneurship increased after the start-up course class, and innovation and initiative increased statistically significantly. Second, as a result of the survey, it was found that all factors of community consciousness, empathy, and help in prosociality increased after the start-up subject class, and community consciousness and empathy increased statistically significantly. Third, in the post-class reflection report, the positive effects of learners' cooperative participation-oriented practical teaching strategies were the effect of participating in learning activities and results through team activities, raising awareness of start-ups as career options, and difficulties in the start-up idea and development process. This study is meaningful in that it proposed a practical teaching strategy centered on the cooperative participation of learners as an effective educational method for university start-up education. The results of this study are expected to be used as evidence for supporting effective learner-centered teaching methods in university start-up education.

Comparison of social entrepreneurship courses in different disciplines: teaching approach and learning process

Comparison of social entrepreneurship courses in different disciplines: teaching approach and learning process

Direct relief: a tradition of public service efficiency in global humanitarianism

Theoretical basis The case and discussion questions posed will allow the instructors the opportunity to introduce critical strategic concepts from strategic, nonprofit management and social enterprise literature. Specifically, (1) strategic transformation: countering drift and anticipating future trends and crises; (2) types of leadership: transactional versus transformational; (3) hybridity and mission drift; and (4) nonprofit funding models, the starvation cycle and the overhead myth. Research methodology Both primary and secondary sources have been used to prepare the case. The first two authors had the opportunity to interview Thomas Tighe, Direct Relief’s (DR) President and CEO in July of 2019. The interview lasted one hour and was transcribed by one of the authors and reviewed by the other two authors for accuracy. In addition, the authors conducted nonparticipant observations in DR’s headquarters in Santa Barbara (California). Given the longevity and media exposure of the organization, extensive internal and external archival data was also available for the analysis. Case overview/synopsis This real and undisguised case is based on DR, a +70-year-old humanitarian $1.2bn nonprofit organization headquartered in California (USA). From its headquarters in Santa Barbara, DR responds to emergencies and delivers medical support for vulnerable people affected by poverty, natural disasters and civil unrest in all 50 US states, six US territories including Puerto Rico and US Virgin Islands, and in more than 90 countries. The case presents Thomas Tighe, DR’s President and CEO, reflecting in late 2018 on the transformation and growth that the organization had experienced since he started his tenure in 2000. Specifically, he is considering the most effective way to allocate an unrestricted recent cash donation. Should DR spend that money on traditional fundraising, reducing its efficiency rate, or should DR take a long-term approach and use the funds to build long-term capabilities? In addition, the case outlines the history and evolution of DR over its more than 70 years of existence, the CEO’s background and motivations, as well as a detailed description of the organization’s revenue portfolio. Students will have an opportunity to learn about a unique nonprofit named among “the world’s most non-for-profit organizations” by Fast Company; DR was also included in the Charity Navigator’s list of the “10 Best Charities Everyone’s Heard of.” In addition, in January 2009, DR was designated as a Verified-Accredited Distributor by The National Association of Boards of Pharmacy, which placed it as the first nonprofit to receive this designation to deliver prescription medicines to all 50 US states. Throughout Tighe’s tenure, DR had been lauded for its fundraising efficiency. The unique distinction to DR’s efficiency is its tradition of adopting new technologies and modern business practices for humanitarian purposes. Students will learn how DR, under the leadership of Thomas Tighe, reinvented and reinforced the organization’s traditions to retain high levels of efficiency in the face of an ever-larger organizational scale, public scrutiny and demand for humanitarian support across the world. Students will witness many strategic and operational tenets that they may be more familiar with from the for-profit world. The case also will help students to understand the concept of hybrid organizations and different nonprofit funding models. Complexity academic level The case has been written to be used in graduate Nonprofit Leadership Management and Social Entrepreneurship courses. Given the scope and implications, the case could also be used on an upper-level strategy course. To maximize students’ learning, the case should be introduced halfway into the course after students have a solid understanding of what nonprofits are and how they operate. If students are not familiar with some of the concepts introduced in the analysis, the proposed readings will prepare them for a more fruitful discussion.

Energizing Higher Education Sustainability through Rural-Community Development Activation

Higher education institutions play important roles in the community. Unfortunately, measuring the accomplishment of HEIs in developing communities is challenging. Most HEI contributions to the community are merely a formality and moral obligation. This study’s identified gap is the absence of integration of community development activities into HEIs, which would boost their impact on environmental sustainability. This study intends to investigate how institutions that support entrepreneurial-oriented community development affect students’ learning and impact society. This study employs an action research approach to develop long-term actionable knowledge. This approach employed a case study from the Rural Community Development Program, a community empowerment program based on institutionalized entrepreneurship practices (formal courses in the curriculum) from ABC University (a pseudonym). The RCDP allows the HEI to interact with society through a dual simultaneous cycle which allow knowledge transfer, social value transfer, and business development with its partners. This model allows more than 100 groups of students at ABC University to be more focused in developing community. On the theoretical side, the RCDP contributes by encouraging the role of social entrepreneurship courses which provides a more significant impact through practice-based lectures while also significantly impacting rural communities’ business knowledge in developing their micro enterprises.

How entrepreneurial are social entrepreneurship education providers? The role of universities’ entrepreneurial ecosystems in the provision of elective social entrepreneurship courses to business students

ABSTRACT With the growing emphasis on social entrepreneurship (SE), many universities are delivering social entrepreneurship courses (SECs) to develop students’ social awareness and aspirations, and socially entrepreneurial behaviors. This study investigates the extent to which the entrepreneurial ecosystem (EE), entailing entrepreneurism at individual, university and regional levels, may impact on universities’ decisions to offer SECs to business students. Using data from 501 US-based, AACSB-accredited business schools, the finding indicates the importance of the universities’ EE and entrepreneurialism at multi-levels in their commitment to SECs.

Project Titli – product development for women at the bottom of the pyramid

Learning outcomes The learning outcomes are as follows: Understand the concept and characteristics of Bottom of Pyramid (BoP) markets; understand the concept and characteristics of frugal innovations; understand the Design Thinking approach to product design and how it might be useful to develop frugal innovations for BoP markets. Case overview/Synopsis The case details the journey of a group of students at a premier engineering college in India. The group aimed to develop and implement a social innovation that addressed a serious and important health issue – menstrual hygiene practices among urban slum dwellers in India. The case begins with how a chance visit to an NGO inspired a pair of students to take up this issue, how the project unfolded at their college, the challenges faced in their journey and, finally, an outcome that was only a partial success. It raises important questions of challenges that are specific to bottom of pyramid markets in emerging economies. The case can provide a context for discussions on approaching frugal innovations from a Design Thinking perspective. Complexity academic level This case can be used in social innovation courses/modules at an undergraduate or graduate level in social innovation and social entrepreneurship courses. The case is best positioned towards the beginning of the course as an overview of the process of Social Innovation, and to discuss the relevance of concepts of BoP markets and frugal innovation. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 7: Management Science.

Factors Influencing to Choose Social Entrepreneurship as a Career: A Study on Social Entrepreneurship Students from India

The present research is designed to evaluate factors influencing the decision of youth in India to choose social entrepreneurship as a career option. A sample of 200 students pursuing a master’s in social entrepreneurship was drawn from three Indian universities offering social entrepreneurship courses. Based on literature review and in-depth interview data, 16 measured variables were identified, and a 5-point Likert scale was constructed and validated. The survey data were analysed using the principal component analysis (PCA) method. The final factor structure extracted four (i.e., personal, social, institutional and other) factors. The study concludes that the state needs to create a conducive environment to motivate students to pursue social entrepreneurship as a career option.

Up-Fuse: International growth of an Egyptian eco-friendly social enterprise

Learning outcomes The case is meant as a way for students to develop ideas related to the challenges facing environmental eco-friendly social enterprises that sell their products in a country like Egypt where consumers are way behind considering the value of their products. In response to these challenges, students learn to evaluate the company status quo by analyzing its weaknesses, strengths and opportunities to grow and expand geographically to a new market. Students also learn about the growth expansion strategies and internationalization modes, options and associated barriers. Accordingly, they can plan the marketing strategies associated with entering this new market for up-cycled products. Objective 1: Analyze the international geographical growth alternative for an enterprise that improves its scalability applying weaknesses, strengths, threats and opportunities analysis. Objective 2: Propose a strategic plan for growth and scalability. Objective 3: Discuss the various modes of doing business in foreign countries. Recommend an internationalization mode for a social enterprise to explore in a new market. Objective 4: Assess the possible barriers associated with internationalization modes and how to overcome them. Objective 5: Propose marketing strategies for an eco-friendly enterprise to enhance its efficiency and effectiveness in the international host market. Other topics that might be discussed in this case include consumer behavior toward environmentally friendly products. Pricing challenges faced by ecologically friendly firms in developing countries. Case overview/synopsis Rania and Yara were inspired by Germany’s approach to waste reduction, particularly plastic bags. In 2017, after winning several competitions and awards, Up-Fuse was officially established as a social enterprise. The entrepreneurs faced great challenges selling sustainable products made of plastic waste to Egyptian consumers. Egyptian consumers were not fully aware of the value of eco-friendly products which presented a great challenge for Up-Fuse to grow and sell their products in Egypt. After shifting its pricing strategy and expanding beyond the local recycled product markets, Up-Fuse further faced fierce competition from well-established local and international brands with larger market shares. Thus, most of Up-Fuse’s sales were generated from expats and foreigners. In response to local obstacles and limitations, Rania began to consider targeting international markets. Rania thought it was the opportune time to drive growth through geographic expansion. After all, in 2020, Up-Fuse had some minor success when the co-founders experimented with exporting their products to the US market. Rania’s co-founder Yara, on the other hand, felt that the enterprise was not yet ready to enter a new market and it would be wiser to emphasize growth in the local Egyptian market. The co-founders were torn between two growth strategies. On one hand, they faced intense local competition for their products. On the other, expanding by entering a new market came with many challenges. Which growth strategy should Up-Fuse adopt? How could Up-Fuse determine which market to penetrate? What were the possible scalability challenges they faced by entering a new market? How could Up-Fuse reach and increase their international customer base abroad? What was the best marketing strategy for their products? Complexity academic level This case would be appropriate for graduate students enrolled in marketing, consumer behavior, international marketing, international business and social entrepreneurship courses. This case is written at a graduate level and would also be appropriate for use in customized or short programs. Supplementary materials Teaching notes are available for educators only. Subject code CCS 5: International Business.

Integrating Social Entrepreneurship Literature Through Teaching

As boundaries between the business and social sectors dissolve, social entrepreneurship has emerged as a phenomenon that bridges two worlds previously divided. Now, social entrepreneurs embrace market-based tools to address society’s greatest challenges. Coinciding with the growth of the sector, students and researchers have sought to understand development, growth strategies, and the practical challenges related to social entrepreneurship. In turn, universities have bolstered social entrepreneurship education by creating academic offerings that emphasize business, social impact, and innovation. Still, social entrepreneurship education remains in its infancy. Courses are as varied as the field itself, and instructors routinely rely on their professional backgrounds and networks to develop curricula that explore the field’s multifaceted character. Thus, social entrepreneurship courses are diverse across disciplines, and the academic literature theorizing the phenomenon is similarly emergent. As social entrepreneurship courses combine theoretical insights with experiential learning in a myriad of ways, aligning theoretical insights with necessary core competencies presents a challenge. To address this dilemma, we highlight the importance of employing theory-driven concepts to develop core competencies in social entrepreneurship students. In doing so, we review key threshold concepts in the social entrepreneurship literature and suggest how instructors might link theoretical insights to practical skill sets.

The Refill Shoppe: A Certified B Corp on the Quest for Growth to End Plastic Pollution

The Refill Shoppe, located in Ventura (California), is a certified B Corp zero-waste social enterprise selling personal care and cleaning supplies in refillable containers. The founder, Michelle Stevens, grew up on a boat and became aware, at an early age, of how plastic pollution impacted the oceans and marine life. In 2010, her love for the Earth motivated her to start this social enterprise, The Refill Shoppe, to reduce plastic consumption and bring awareness to this environmental issue. Eight years later, her original vision had turned into a successful business selling not only in her Ventura storefront but also online. However, in late 2018, Stevens wrestled with the idea of growth and expansion to scale her impact. The case introduces students to the plastic pollution issue and the common dilemma for social entrepreneurs of impact scaling and growth. Through Stevens’ experience, students learn about the advantages and disadvantages of different growth approaches. The case is based on both secondary and primary data (in-depth interviews with the protagonist and observations). The case can be used in both social and commercial entrepreneurship courses at the undergraduate level.

Social entrepreneurship in higher education: challenges and opportunities

ABSTRACT Social entrepreneurship (SE) had been introduced in the university as one of the efforts to nurture future social entrepreneurs. SE courses established at the university level with a combination of cooperation from the local community and industry give a more effective impact on the local community. The knowledge and skills taught from universities regardless of the academic or cultural background can be used to balance the social problems in the community with the development of social innovation to solve the issues. However, several challenges delayed further development of a successful SE programme in higher education. This research employs the systematic literature review (SLR) which utilizes in-depth and absolute evaluation of related literature on the research topic. Four challenges have been encountered include; the design of SE curricula, financial and funding problems, lack of professionals to teach SE courses, and prohibitive social and university environment issues. This research has also suggested some best practices include; more SE awareness programmes, university management in solving funding problems, preparing SE coaching professionals, and setting up more university-industry collaborations. This paper proposes suggestions to counter the challenges and leverage the social network as an innovative technological alternative and giving more opportunities for improved social benefits.

MENCIPTAKAN MILENIAL ENTREPRENEUR MELALUI PEMBELAJARAN KEWIRAUSAHAAN SOSIAL PADA MAHASISWA

Several problems are found in the field of students 'low understanding of social entrepreneurship, lack of students' skills in social entrepreneurship and low motivation to become entrepreneurial. This research was conducted at Darma Agung University which is engaged in education where the vision of Darma Agung University is to become a leading and character-based university entrepreneurship in 2035, therefore it must be supported by students' understanding of entrepreneurship learning with social entrepreneurship specifications. The goal is to create young entrepreneurs through social entrepreneurship courses among students. With the growth of entrepreneurs among students, it means not only growing the economy but also aiming at increasing the ability of local communities to utilize the resources owned by Indonesia in general, and the areas where they live in particular. Apart from being capable young entrepreneurs, of course this nation also needs entrepreneurs who have empathy or have social skills. Entrepreneurs can also move in the social field. In addition to being a young generation who is financially successful, the nation's young generation is also expected to have social concern for the surrounding environment. This study using path analysis method (path analysis) is a method to determine the effect of each variable to be studied. In this study there are 2 independent variables, namely interest and ability, then the dependent variable is social entrepreneurship learning and the intermediate variable is the millineal entrepreneur. From the results of data processing the effect of interest, the ability to learn social entrepreneurship is 74.4% while the remaining 25.6% is influenced by other factors that are not researched. Meanwhile, the influence of interest, ability and social entrepreneurship learning on millineal entrepreneur is 23.3%, while the remaining 76.7% is influenced by other factors that are not examined.

Knowledge management and social entrepreneurship education: lessons learned from an exploratory two-country study

PurposeSocial entrepreneurship courses are among the fastest growing category of course offerings to entrepreneurship students (Brock and Kim, 2011) because both high growth potential- and steady growth-social ventures can create value and help solve social issues effectively and efficiently. As knowledge disseminators, entrepreneurship educators are in prime position to develop the knowledge, skills and abilities of students, which, in turn, increases their intentions to start a social venture and their ability to manage and grow their venture. Students gain an understanding about the role of entrepreneurship in addressing social opportunities, as well as knowledge related to starting, managing and growing social entrepreneurship ventures. This paper is divided into three parts. First, the authors broadly discuss the concept of social entrepreneurship. Second, the authors present an overview of the field of social entrepreneurship education (SEE) and its evolution. Finally, the authors supplement this review with an analytical examination of SEE, in which the authors present results of a cross-country analysis survey of over 200 entrepreneurship education programs in the USA and Canada. This paper aims to present information about: student enrollment in social entrepreneurship courses in comparison to other entrepreneurship courses; the frequency of offering social entrepreneurship courses and programs compared to other entrepreneurship courses and programs; and future trends in SEE. The results revealed a strong demand for social entrepreneurship from students, room for improvement in terms of the supply of course offerings, and a strong belief in the continued growth of social entrepreneurship. The authors conclude with suggestions about the future of SEE.Design/methodology/approachAnalysis of secondary data derived from the oldest and most-frequently cited sources regarding entrepreneurship education in the USA and a novel data set examining entrepreneurship education in Canada. Both data sets were collected using an online self-report survey.FindingsDemand for SEE continues to rise in both the USA and Canada. However, course and program offerings have not kept pace. Prominent trends in social entrepreneurship such as cross-campus programs and addressing the evolving demographics of students in higher education institutions need more attention.Originality/valueA cross-cultural study of SEE that provides a high-level view of the state of the field today. In addition, the paper outlines the potential of the field of knowledge management for the future of SEE.

Social Entrepreneurship Learning Model in Higher Education using Social Network Analysis

Social Entrepreneurship aims to solve social problems and focus more on giving social impact on society. The academic programs of most universities tend to teach students to be employees instead of developing skills and competencies to try something new, particularly being involved in any entrepreneurship endeavours. Social entrepreneurship courses have been introduced in many universities to ensure the employability rate of fresh graduates while equipping the students with entrepreneurial capabilities that are essential for the graduates when they are immersed in the society. In order to decrease the unemployment rate, the government suggested that graduates should be involved in entrepreneurship activities. This paper contributes to the development of social entrepreneurship learning model in higher education. The constructs of this model are acquired from the extant literature reviews of the existing models in social entrepreneurship, analysis of the relationships of data and patterns in social entrepreneurship through Social Network Analysis (SNA) are discussed using the narrative approach. This approach is chosen to fully understand the concept of social entrepreneurship from enormous social media data. This social entrepreneurship learning model will help in creating, developing and sustaining a rising generation of social entrepreneurs whilst reducing fresh graduate’s unemployment rate and nurturing more skills to the students.

Development and Evaluation of Affective Domain Using Student's Feedback in Entrepreneurial Massive Open Online Courses.

Entrepreneurship education is a very important issue in the digital age. It aims to enable learners and society to respond to emergent economic and employment challenges. When entrepreneurs struggle to launch and sustain a new venture, the key question usually is not a lack of relevant knowledge, but the necessary fortitude and attitude to face down difficulties and challenges. Thus, entrepreneurs require development in the affective domain. However, most of courses emphasize the cognition and psychomotor functions, but neglect the affective domain. This study attempts to combine entrepreneurial Massive Open Online Courses (MOOCs) and blended curriculum design for affective learning. A total of 32 students participated in a 9-week social entrepreneurship program. Content analysis was used for comparison of the learning performance. The findings suggest that social entrepreneurship courses can be effectively used to help learners achieve learning objectives of different affective levels, but this is a time-intensive process, particularly for higher levels. The affective development of the final level takes longer to achieve; therefore, course designers should adopt a spiral structure which frequently revisits concepts in the last three levels. Moreover, MOOCs are designed for mass usage, and treat all learners uniformly. MOOCs’ course content should be supplemented and adjusted according to specific course goals and student needs.

Promoting Ethical Reflection in the Teaching of Social Entrepreneurship: A Proposal Using Religious Parables

This paper proposes a teaching alternative that can encourage the ethical reflective sensibility among students of social entrepreneurship. It does so by exploring the possibility of using religious parables as narratives that can be analysed from Ricoeur’s hermeneutics to provoke and encourage ethical discussions in social entrepreneurship courses. To illustrate this argument, the paper makes use of a parable from the New Testament as an example of a religious narrative that can be used to prompt discussions about social entrepreneurs’ ethical dilemmas. The paper adds to the limited works that consider the teaching of ethics within social entrepreneurship education. It also advances studies that seek alternative strategies to teaching ethics in business contexts, making these strategies discernible for discussion within the broader business and management literature.

The Effect of Experiential Social Entrepreneurship Education on Intention Formation in Students

This paper posits that social entrepreneurship education can increase the propensity of students to launch social enterprises through a process of experiential learning in which students co-create shared communities of practice. Data from 175 participants in Master level elective courses indicates that participation in social entrepreneurship courses increases self-efficacy, perceived social support and social entrepreneurial intentions. No statistically significant effects were found for empathy or moral obligation. In addition, drawing on a sample of 265 participants in a massive open online course, it was demonstrated that the more students engage in experiential learning activities, the larger the observed effects.

An exploratory quantitative study into the relationship between Catholic universities and the development of social entrepreneurship and non-profit management courses in the USA

Catholic educationalists have long stressed the role of Catholic universities in advancing the cause of social justice to counter the increasing commodification of business relationships and the lack of social responsibilities of the business world. Is this rhetoric or reality? In this empirical paper involving 501 US universities that have an Association to Advance Collegiate Schools of Business (AACSB)-accredited business school, we examine the relationship between Catholic affiliation and the universities’ decisions to offer social entrepreneurship and non-profit management courses to business students. Our study found that universities with Catholic affiliation are significantly more likely to offer both non-profit management and social entrepreneurship courses to business students. Our results offer evidences that Catholic universities are indeed working towards making a difference, with the vision and flexibility to do so.

EDUCATING SOCIAL ENTREPRENEURSHIP: INSIGHTS FROM THE HIGHER EDUCATION COURSES IN HONG KONG

The purpose of this article is to uncover the trend of developing education courses for social entrepreneurship in higher education institutions in Hong Kong. The author had searched the syllabi or course descriptions across the websites of the higher education institutions in Hong Kong with the keywords of entrepreneurship, social entrepreneurship and social innovation. It was found that most of the social entrepreneurship courses offered were one-off single subject for undergraduate students, General Education courses, and minor courses, with only a few courses targeting postgraduates. It was also found that curricular differences among the courses offered by various schools or faculties were not that obvious. To understand this, the author had undertaken an analysis of the schools where these courses resided, course objectives, course content, and teaching and learning strategies among these various social entrepreneurship courses. Discussion of these has given insights to arguing for the need of multidisciplinary collaborations among social entrepreneurship educators.