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Entrepreneurship for Current Global Issues (IHSM-E1.2)

Department
  • Master's Program International Health & Social Management
Course unit code
  • IHSM-E1.2
Level of course unit
  • Master
Year of study
  • Fall 2024
Semester when the course unit is delivered
  • 1
Number of ECTS credits allocated
  • 5.0
Name of lecturer(s)
  • Ass. FH-Prof. Mag. Wieser Desiree, PhD
  • FH-Prof. Dr. Heiss Raffael, MA
Learning outcomes of the course unit
  • ...Analyze the impact of global issues on the healthcare sector and its diverse stakeholders.

    ...Evaluate and prioritize stakeholder needs within the context of global healthcare challenges.

    ...Apply design thinking methodologies to develop innovative solutions for complex healthcare problems.

    ...Construct sustainable business models for healthcare innovations, reflecting on financing and impact.

    ...Demonstrate effective teamwork and communication in multidisciplinary settings to refine and implement solutions.

    ...Incorporate ethical considerations and social responsibility into the development of healthcare initiatives.
Mode of delivery
  • -
Recommended optional program components
  • none
Course contents
  • Current and future health care challenges and relevance of entrepreneurship in dealing with these challenges.

    Analysis of issues to understand roots, consequences, and impact on different sectors and stakeholders

    Recognizing of trends and opportunities & evaluating opportunities

    Developing solutions (business idea, policy intervention, other)

    Financing (sources and strategies)

    Business Modelling (types, patterns, revenue model)

    Prototyping & Presentation
Recommended or required reading
  • Cankurtaran, P., & Beverland, M. B. (2020). Using design thinking to respond to crises: B2B lessons from the 2020 COVID-19 pan-demic. Industrial Marketing Management, 88, 255-260. https://doi.org/10.1016/j.indmarman.2020.05.030

    Roberts, J. P., Fisher, T. R., Trowbridge, M. J., & Bent, C. (2016). A design thinking framework for healthcare management and innovation. Healthcare (Amsterdam, Netherlands), 4(1), 11-14. https://doi.org/10.1016/j.hjdsi.2015.12.002

    Van Tulder, R. (2018). Business & the sustainable development goals: A framework for effective corporate involvement (p. 123). Erasmus University Rotterdam.

    World Health Organization (2024). World health statistics 2024: monitoring health for the SDGs, sustainable development goals. Global Report.
    ISBN: 978-92-4-009470-3Bryson, J. M. (2004). What to do when stakeholders matter: stakeholder identification and analysis techniques. Public Management Review, 6(1), 21-53.

    Davies, I. A., & Doherty, B. (2019). Balancing a hybrid business model: The search for equilibrium at Cafédirect. Journal of Business Ethics, 157, 1043-1066.

    Hernández, D., Carrión, D., Perotte, A., & Fullilove, R. (2014). Public health entrepreneurs: training the next generation of public health innovators. Public Health Reports, 129(6), 477-481.

    Hoogstraaten, M. J., Frenken, K., & Boon, W. P.C. (2020). The study of institutional entrepreneurship and its implications for transition studies. Environmental Innovation and Societal Transitions, 36, 114-136. https://doi.org/10.1016/j.eist.2020.05.004

    Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard Business Review, 86(12), 57-68. https://alea.ee/wp-content/uploads/2023/04/HBRs-10-Must-Reads-on-Strategy-2011-Harvard-Business-Review-Press_-Harvard-Business-School-Press-1.pdf#page=57

    Kier, A. S., & McMullen, J. S. (2018). Entrepreneurial imaginativeness in new venture ideation. Academy of Management Journal, 61(6), 2265-2295.

    Nakata, C. (2020). Design thinking for innovation: Considering distinctions, fit, and use in firms. Business Horizons. Advance online publication. https://doi.org/10.1016/j.bushor.2020.07.008

    Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers. John Wiley & Sons.

    Rosca, E., Agarwal, N., & Brem, A. (2020). Women entrepreneurs as agents of change: A comparative analysis of social entrepreneur-ship processes in emerging markets. Technological Forecasting and Social Change, 157, 120067. https://doi.org/10.1016/j.tech-fore.2020.120067

    Santos, F. M. (2012). A positive theory of social entrepreneurship. Journal of Business Ethics, 111(3), 335-351.
Planned learning activities and teaching methods
  • The course comprises an interactive mix of lectures, discussions and individual and group work.
Assessment methods and criteria
  • 1. 30% Mini Assignments (group work)
    2. 50% Final Presentation in front of a jury of experts (group work)
    3. 20% Portfolio Assignment (synthesis of all outputs and further reflection on jury feedback, on revenue model and impact) (individual)
Language of instruction
  • English
Work placement(s)
  • none

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