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Book part
Publication date: 22 August 2006

Christian Friedrich and Kobus Visser

The lack of traditional employment opportunities for many students and the oft-repeated cry for South Africa to invest in developing black entrepreneurs prompted the…

Abstract

The lack of traditional employment opportunities for many students and the oft-repeated cry for South Africa to invest in developing black entrepreneurs prompted the University of Western Cape's Department of Management to introduce an Enterprise Management stream at graduate level and Entrepreneurship as a subject at 2nd and 3rd year levels in recent years. All these initiatives are based on a strong capability in entrepreneurship and small business that has been developed in the department since the introduction of the Enterprise Development Unit in 1997.

Details

Developmental Entrepreneurship: Adversity, Risk, and Isolation
Type: Book
ISBN: 978-1-84950-452-2

Content available
Book part
Publication date: 22 August 2006

Abstract

Details

Developmental Entrepreneurship: Adversity, Risk, and Isolation
Type: Book
ISBN: 978-1-84950-452-2

Abstract

Theoretical basis

Research methodology.

Teaching note

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Learning outcomes

At the end of the case discussion, the students should be able to: demonstrate an understanding of the similarities and differences between profit and non-profit organisations; discuss social entrepreneurship as a process-driven set of activities; assess the organisation-environment-opportunity fit of the dilemma facing them; analyse and resolve practical issues in developing structure and systems; diagnose organisational issues facing enterprises wishing to formalise and grow; evaluate how an organisation may achieve both social and profit objectives; and appreciate the trade-offs of adopting a profit-driven approach for social enterprises.

Case overview/synopsis:

From her office on her farm in the Eden District of South Africa’s Western Cape province, Wendy Crane, who had for many years been involved in the conservation efforts of the Gouritz Cluster Biosphere Reserve (GCBR), drank in the view of the Langeberg Mountains. Her pleasure was a bit diminished by the knowledge that, like so many parts of the GCBR, this area’s environment was under threat. She was preparing for a meeting in March 2017 of the board of the non-profit company (NPC) that sought to initiate and coordinate activities that would achieve the goals of the GCBR. The NPC board members wanted the organisation to be self-sustaining when it came to core costs. To this end, the board had established Gouritz Enterprises as a social enterprise that would be responsible for profit-driven activities which would fund the NPC’s core costs. The enterprise had not yet started work in any formal way, and Crane was not sure if establishing a separate profit-driven entity was the best way of achieving the self-financing goal.

Complexity academic level

Post-graduate management diploma MBAC.

Subject code:

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

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