Schools and teachers are invited to contribute relevant teaching material within any of the listed subject areas. Teaching material may include modules (of any length) or case studies. In all cases, the module or case outline ("syllabus") is to be completed with title, subject area, key words, descriptions, learning objectives, prior knowledge requirements and duration. Documentation may include lecture presentation material (in any form), handouts, or project work (accessible to all, including students), as well as teaching notes, evaluations and exam questions (accessible only to registered teachers). In addition, reading material (required and optional) can be contributed.
Material must be accredited and taught by the school to which the contributor is affiliated. Material submitted will be verified by the subject area owner. Verification may require contact between the contributor and the subject area owner. The subject area owner will ultimately publish the material on the platform. The contributor and his or her school will remain associated with the module or case, and may specify use restrictions:
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Contributors or their schools may request subject area owners to withdraw or replace previously contributed material at any time.
The case traces the growth of a socially-oriented student start-up into multinational company in the educational sector, and the firm's strategic choices and actions when it opted to expand to other markets.
This case describes the issues and dilemmas facing a social entrepreneur in his efforts to initiate a microfinance operation in the rural agricultural areas of Nepal. Although Nepal government supports microfinance models, a recent civil war severely disrupted government services and worsened poverty. The case covers the recent history of Nepal, the condition of the country’s capital markets, the ALTIS concept and the competitive landscape.
The effectiveness of investments in not-for-profits is difficult to measure because of the social outcome-orientation of these organizations. This paper introduces the concept of 'social return on investment (SROI),' in which socio-economic results are quantified together with traditional financial measures.
A Associação Saúde Criança (ASC) é uma organização social que trabalha com uma metodologia pioneira para a promoção da saúde integral e da inclusão social das famílias de crianças atendidas em unidades publicas de saúde. Foi fundada em 1991, no Rio de Janeiro, pela Dra. Vera Cordeiro, que é empreendedora social da Ashoka. Desde sua fundação, a metodologia da ASC foi replicada em 23 organizações associadas a hospitais públicos do país, tornando-se um modelo bem sucedido em tratamento de saúde aliado ao combate da pobreza, reconhecido no Brasil e no exterior.
This case study highlights how a woman business owner navigated the harsh realities of Ghana's informal sector and what lessons might be learnt by budding entrepreneurs. It also looks at policy implications for formalizing the informal sector.
This case study is designed to help students gain insights into running a profitable business that promotes innovation and growth of other businesses, including those in underserved, low-income areas. It illustrates how Bamboo Innovation Ecosystem, a business based in Jo-hannesburg, has helped to promote growth among small and medium-sized enterprises (SMEs) in low-income communities by developing and managing their brands, as well as creating employment for unemployed creative young people with expertise in branding who live in these communities.
This case focuses on the establishment of the Olyset Consortium-a public-private partnership that was created to facilitate the manufacture of long-lasting insecticidal bed nets to prevent malaria infection in sub-Saharan Africa-and A to Z Textile Mills ('A to Z'), the manufacturer of the nets in Arusha, Tanzania. The case examines how the public-private partnership was developed, its use of an incentive-based supply chain, A to Z's business model and impact, and the sustainability of the venture. The case reveals that despite significant success in attaining objectives, the misaligned incentives of the many partners presented major obstacles to the overall sustainability of A to Z's Olyset production line.
A Associação Beneficente Ebenézer, fundada pelo médico Roberto Kikawa, apoia pacientes terminais e suas famílias. Em 2008, a Associação lançou o Projeto CIES (Centro de Integração de Educação e Saúde) para atender à população brasileira, especialmente em condições sócio-econômicas vulneráveis, realizando exames médicos e diagnósticos em até dez especialidades, por meio de um centro médico móvel sobre rodas, mais conhecido como “Carreta da Saúde”. Segundo seu fundador, “é uma organização híbrida cujo principal objetivo é solucionar um problema social - a dificuldade ao acesso à saúde - , porém, como em qualquer outra empresa, paga impostos e gera lucro, que é reinvestido totalmente na autossustentabilidade da organização”.
Lara Cookey is the CEO and lead designer of Contextplay, a business that designs and sells learning materials, playground equipment and furniture aimed at helping young children to develop their academic, emotional, physical and psychological abilities. Realizing the importance of early childhood development and the increasing role that learning materials and tools play, Lara, an interior designer by profession, tapped into the growing demand for products designed to enhance learning.
Digital Divide Data grew from a small IT outsourcing company in Cambodia to an internationally recognized social enterprise. In 2009, the company weighed its options to expand yet it also opted to maintain its social mission, which is to offer training and employment to disadvantaged youth. This study tracks its journey.
This three part case series deals with the distribution of FMCG (fast moving consumer goods) to low income areas in Kenya.
The case study combines questions of healthcare challenges in Brazil, making business with the Base of the Pyramid (BoP) and possibilities for Impact Investing.
Este artigo apresenta uma perspectiva ampla do campo do empreendedorismo social no Brasil, contextualizando o seu processo de formação e descrevendo as relações entre os principais atores do ecossistema. O artigo se desdobra em seis partes. Na primeira, é apresentado o debate atual sobre a definição de empreendedorismo social.
In 1994, the Central Bank of Kenya (CBK) found Equity Building Society (later renamed Equity Bank) to be technically insolvent with poor management and inadequate board supervision. Equity officials agreed to overhaul the firm's strategy and operations in exchange for avoiding dissolution. In 1995, Mwangi decided to get personally involved in turning Equity around. During his time at Equity, he oversaw its massive transformation from a small insolvent mortgage lending company to a fast growing internationally-recognized financial services bank. Throughout the organization's evolution, it had focused exclusively on Kenya's economically marginalized citizens, the so-called "unbankable" population.
This note describes the coffee industry, the rise of the fair trade movement, and if and how fair trade coffee can be scaled up without compromising the economic and social standards that are at the heart of fair trade.
Kane’s affinity for style and her work experience opened her eyes to a business opportunity that no one else seemed to have noticed: supplying affordable, fashionable, and climate-appropriate clothing for Africa’s growing number of professional and office workers.
An overview of the Global Fund for Women's operations and the strategic and organizational changes introduced to build a more efficient grant-making institution.
A case that explores how public health interventions are designed, refined and implemented, using Thailand's 100% Condom Program as example.