Guidelines for Teaching the Market Approach to Scaling Impact
In this chapter, we discuss some of the challenges that instructors may face when working with the materials provided in Chapters 1–6, and introduce the didactical concept of experiential learning as a promising entry point through which to help social entrepreneurs learn new ways to scale the impact of their enterprises through a market approach. While this final chapter focuses on pedagogical tools for teaching the market approach to scaling impact, its content can be useful to both entrepreneurs and instructors. The chapter is organized as follows: first, we explore potential settings in which to teach the market approach to scaling social enterprises; second, we propose experiential learning as the pedagogical framework through which to teach the content presented in this book; third, we argue that learning the market approach to scaling via an experiential approach prepares entrepreneurs to devise innovative solutions for their most pressing challenges. We conclude by defining the various roles that an instructor adopts when teaching the market approach to scaling impact.
- 1.Euler, D., & Hahn, A. (2004). Business didactics [Wirtschaftsdidaktik]. Bern, Stuttgart, and Wien: Haupt.Google Scholar
- 2.Kolb, D. (1984). Experiential learning: Experience as the source of learning and development. Englewood Cliffs, NJ: Prentice Hall.Google Scholar
- 3.Rodríguez, L. (2010). Políticas públicas para promover el empleo juvenil y el emprendedurismo de los jóvenes en México. Available at: http://prejal.oit.org.pe/prejal/docs/emp_juvenil_y_emprendedurismo_mexico.pdf.
- 4.Lagunes, L., Solano, F. Herrera, M., & San Martín, J. (2014). González L. Innovación y Emprendimiento a la Luz del Contexto Latinoamericano. Google Scholar
- 5.Gust.com. Global Accelerator Report 2015. Available at: http://gust.com/latam-accelerator-report-2015/.
- 6.Mintzberg, H. (2005). Managers not MBAs: A hard look at the soft practice of managing and management development . San Francisco, CA: Berrett-Koehler Publisher.Google Scholar
- 8.Drucker, P. F. (2007/1955). The practice of management. Oxford: Butterworth-Heinemann.Google Scholar
- 10.Whitehead, A. N. (1997/1925). Science and the modern world. New York: Free Press.Google Scholar
- 11.Whitehead, A. N. (2008/1929). Process and reality [Prozess und Realität]. Frankfurt am Main: Suhrkamp.Google Scholar
- 13.Hofstede, G., & Hofstede, G. J. (2005). Cultures and organizations: Software of the mind. New York, Chicago, San Francisco, Lisbon, London, Madrid, Mexico City, Milan, New Delhi, San Juan, Seoul, Singapore, Sydney, Toronto: McGraw-Hill.Google Scholar
- 14.Raveendran, G. (2006, May). Estimation of contribution of informal sector to GDP. New Delhi, India: National Commission of Enterprises in the Unorganized/Informal Sector.Google Scholar
- 15.ILO Department of Statistics. 2011. Statistical update on employment in the informal economy. Geneva: ILO Department of Statistics.Google Scholar
- 18.Hart, S. L. (2010). Capitalism at the crossroads: Next generation business strategies for a post-crisis world. Upper Saddle River, NJ: Prentice Hall Pearson.Google Scholar