Social entrepreneurs navigate a complex landscape of legal structures in which they need to select among forprofit, nonprofit, and mixed-entity structures. This study of 48 hybrid organizations identifies why social entrepreneurs chose one legal structure over another and explains what motivates half of them to change their legal structure as they build their enterprise. It highlights the critical desire for flexibility among social entrepreneurs, discusses the implications that changes to legal structure may have for companies and hybrids in partnerships, and explores how companies can leverage hybrid structures to go beyond their current scope of CSR initiatives.

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This paper describes the makerspace challenge, an experiential assignment that builds foundational entrepreneurial competencies through the creation of artifacts within campus makerspaces. This assignment strengthens student ability to navigate ambiguity, learn new technologies, effectively utilize resources, and bring creative ideas to reality in a low stakes supportive environment. Students choose 3 out of 4 pre-identified projects to complete outside of class over a three week period, presenting a tangible artifact in-class each week. Grounded in constructionist pedagogy, this assignment is particularly appropriate for introductory entrepreneurship courses, but can easily be scaffolded to be applicable throughout the entrepreneurship curriculum.