Case Study: Social, Environmental and Economic Sustainability at Kvarøy Fish Farm
By Thomas Lauvås, Siri Jakobsen, Karin Ligger, and Morten Dahle Selfors
The case study “Running the firm and the island: social, economic, and environmental sustainability at Kvarøy Fish Farm” illustrates how Kvarøy Fish Farm, a family focused business, has taken entrepreneurial actions towards sustainability. The case activities build on game-based learning to develop skills and a mindset to act entrepreneurially for a sustainable future.
About the Case
The assignment for the case study are case activities building on game-based learning to develop skills and a mindset to act entrepreneurially for a sustainable future with the main task of developing a game that involves Kvarøy Fish Farm and focuses on sustainability.
Running the firm and the island: social, economic, and environmental sustainability at Kvarøy Fish Farm by Thomas Lauvås, Siri Jakobsen, Karin Wigger, and Morten Dahle Selfors is part of the book ‘Reframing the Case Method in Entrepreneurship Education.’ You can download the entire book or individual chapters from Elgaronline.
Introduction
Kvarøy (pronounced ‘Kwa-ray’) is a postcard-pretty island located in Northern Norway by the Arctic Circle. You can reach it by flying into Oslo … and then a 20-hour journey by train, bus, and boat.
On the boat ride from the mainland, you can see, far out in the sea, the island of Indre Kvarøy, where Kvarøy Fish Farm is located. Indre Kvarøy with its 80 inhabitants is a part of the Lurøy island municipality in Nordland county. The few colourful houses and the dramatic mountain in the background round up the peaceful atmosphere created by the singing birds and a slight smell of fish in the air.
We arrive here on a brisk March day in 2021 to discuss Kvarøy Fish Farm with Alf-Gøran Knutsen and Håvard and Gjermund Olsen at ‘Oleas kjøkken’ (Olea’s kitchen) restaurant. Alf-Gøran is the chief executive officer (CEO) and Håvard the production manager, while Gjermund is the project manager of the family-owned company. While introducing them- selves, Alf-Gøran laughs as he says, ‘I am the CEO, these two are owners and work for me, and I am married to their sister … it shouldn’t really work in this way that the son-in-law comes in to manage the family company, but it does.’ The three young men are the management team (Figure 24.1).
Together they operate six salmon concessions on the coast of Helgeland, and under their management Kvarøy Fish Farm has excelled in sustainable salmon production, which has led them to export most of their salmon to the high-end market in the United States. While Kvarøy Fish Farm only has around 26 employees, the last year’s annual turnover was about 900 million Norwegian kroner (NOK).
Kvarøy Fish Farm was established in 1976, and Alf-Gøran states, ‘I am third generation, meaning that my wife’s grandfather is the one who started it, then his son took over and then I took over after him in 2008 as manager, when he retired at the age of 48.’ Curious, we could not help asking, ‘What is your father-in-law doing now?’, to which Alf-Gøran responded, ‘He is still on the island. He doesn’t contribute to the operation today, but he still has a lot on his plate. He runs this restaurant, among other things.’
Hence, the family is running not only the salmon farming firm but also a restaurant, a pub, a general store, and rental cabins on an island with around 80 inhabitants. Alf-Gøran summarizes,
We are a family firm who have focused on sustainable production of salmon, while at the same time striving for a sustainable society as well … Without the company, there would be no society out here on the island, and without the island, there would be no company. So, the interdependence is very high, and we truly want to develop both the company and the island in a sustainable way.
What now appears to be a salmon adventure was not always as lucrative as it is today. For example, during the first attempts at salmon farming in Norway in the early 1970s, it was a challenge to ensure that the salmon would survive in the ocean, not least because there was a lack of suitable tools and technology that could facilitate good production. Not surprisingly, many doubted that salmon farming could one day become lucrative. However, over time, salmon farming continued to develop through trial and error. The sharing of experiences and knowledge between fish farmers was common in the early phases, which led to fish farming being spread around the Norwegian coast to interested individuals, who saw this new practice as a potential source of extra income. This was also the case for Kvarøy Fish Farm, which was established in 1976 by fisher Alf Olsen and his son Geir, who at the time had 2 weeks left in middle school.
The first decades continued to be challenging for those who ventured into fish farming, with biological challenges and volatile prices for salmon, and thus there were several rounds of bankruptcy, especially in the 1990s and early 2000s, which reduced the number of fish farmers. This led to a consolidation in the fish farming industry, by which a few large companies consisted of about half the turnover in the industry. Kvarøy Fish Farm, however, survived these periods of bankruptcy, thus making it one of the oldest fish farming firms in Nordland county.
Geir took over the company in 1988, and he had always wished to run a sustainable farm, cultivating healthy and good salmon. Geir therefore took some operating decisions that few did: he used lumpfishes (lumpfishes are fish that eat salmon lice) rather than delousing chemicals and he had fewer salmon in each net cage, which also had no copper ingraining. Geir’s salmon was therefore preferred by many customers. However, this did not result in the ability to charge a higher price from these customers, who often considered ‘Norwegian salmon’ to be a high-quality but homogenous product, although the Norwegian coastline is long and consisted of 1,270 production localities in 2006 (Laksefakta.no, n.d.-b). A reason for this is the generic way that Norwegian salmon was marketed by the Norwegian Seafood Council around the world (Intrafish Media, 2009), on which NOK134 million was spent in 2010 (Norges sjømatråd, 2010).
With this foundation, Kvarøy Fish Farm (Figure 24.2) gradually expanded to include two concessions and had a revenue of NOK50 million in 2008. That year, Geir unexpectedly sent an email to his son-in-law Alf-Gøran and his own two sons Gjermund and Håvard that would change both the operation and management of the company: ‘I am going to retire, and Alf-Gøran will take over as CEO, and Håvard and Gjermund will both be on the management team.’ For Alf-Gøran, this was a shocking revelation. Alf-Gøran, who is educated as a teacher, knew the company well after having worked in several positions over the years, but he had no formal education regarding aquaculture, and Håvard and Gjermund were at that time studying aquaculture at the local university. However, Alf-Gøran knew that his brothers-in-law could handle the production and biological aspects of the business after their graduation.
After this surprising email, the new management of Alf-Gøran and his brothers-in-law began a strategy process to determine what the company should be doing and what the company should stand for. The new management team had a process for identifying the strengths of the company as an area to further build on. The new CEO, Alf-Gøran, stated, ‘Kvarøy Fish Farm did already produce salmon that stood out regarding our production’ and added that ‘I have always believed that it is the small businesses that has the largest opportunity to stand out in terms of how we do things, to build our identity and brand around a sustainable salmon.’
Hence, the three of them decided to continue developing Kvarøy based on the core concept established by their forefathers: ‘Offering salmon of very high quality, without compromising either our environment or the welfare of our fish.’ However, they were unsure of how to proceed: ‘We told ourselves that we would be the most sustainable aquaculture company in the world. However, it is an unclear path towards that goal, to put it lightly’ (Gjermund).
As Alf-Gøran was about to proceed with the sustainable positioning, he saw that there could be a market that was willing to pay a higher price for sustainable salmon. The first development project aimed at becoming the most sustainable aquaculture company was therefore a marketing project to develop a unique salmon and brand. In this process, they encountered a customer who was willing to pay extra for their sustainable product, Whole Foods, in the United States. Nevertheless, many were sceptical about their desire to stand out and export directly to the United States, including their former boss and father(-in-law), who expressed his feelings by saying, ‘Well okay, you can try, and it will probably be dead in the water, but at least you have had the possibility to try.’ Kvarøy also sensed a certain scepticism from others in the industry because Kvarøy deviated from the traditional ways of producing, delivering, and branding the salmon by which the homogenous ‘Norwegian salmon’ was synonymous with high-quality products (Figure 24.4).
To develop an even more sustainable salmon, Whole Foods and Kvarøy considered developing innovative
salmon feed. The feed is the most important input in salmon farming and, therefore, the biggest expense. At the same time, feed and the leftovers that the salmon have not eaten can become an environmental issue,
as well as the production of the feed. However, because feed is the biggest expense, many fish farmers choose to buy the cheapest feed available or continue with what they have always used. Kvarøy chose to work together with a feed vendor. They wanted to make a new and innovative feed that would rinse off environmental toxins. Furthermore, they use Arctic krill, European soya (many competitors use South American soya, which contributes to deforestation), and algae oil produced on the residual raw material from sugar production in South America:
We have gone further than anyone else when it comes to the development of feed … the key to getting the best salmon is, of course, the feed you use, and there is no one that beats us on that. It is totally free of PCBs [(polychlorinated biphenyls)], dioxins, etc. It uses only cuttings from North Atlantic production of fish, fish that is not supposed to be eaten by humans … Today, we are ranked as the best in the world for our methods of producing salmon. We were the first company to get Seafood Watch certification on open salmon cages in the ocean, and to this date, we are the most certified fish farmer in the world. (Alf-Gøran)
As a result, Kvarøy’s feed is about 20% more expensive than that of its competitors, which leads to a very noticeable increase in the budget because Kvarøy buys almost 10,000 tonnes of feed per year. When Kvarøy buys feed for NOK130 million, a few extra pennies per kilogram amount to several million NOK. It makes one wonder why Kvarøy chooses to pay the extra charge, but Alf-Gøran stands firm on the issue:
There are many who wish to use our method, but … the feed comes with a steep price, for which you need to have a customer at the other end who is willing to pay that extra price for the salmon … but you cannot claim that you are not willing to pay it to make your production better, considering how much money we [in the fish farming industry] make. And when you consider that it is a better product, worth more money, it is not clear why others are not following our example. (Alf-Gøran)
Based on these first market and feed projects, Kvarøy has continued the sustainable development. The management team also wishes to be at the forefront of farm operations in relation to both technology and biology:
We are now further developing our operations through digitalization and use of blockchain technology. In these projects, we have collaborated with different innovative suppliers. Furthermore, we are monitoring our localities with the newest technology, and we are testing robot fishes in our locations; the robot fishes monitor the well-being of the salmon and swim with them in the cages, without disturbing them. On the biological side of things, we have used a lot of time and resources on getting the lumpfish to thrive in the cages (instead of medications for delousing). Although we have come far on this aspect, we recognise that we will not solve the challenges regarding mortality of the lumpfishes. We are therefore moving on into using laser as a delousing method. (Alf-Gøran)
Even though Kvarøy has several development projects today, the management team has not considered whether they are actually being innovative: ‘It is just in later years we have realized that we are engaging in innovations … We have also become better at referring to it as that’ (Alf-Gøran). Many of the projects also began as more or less ‘accidental’ opportunities due to their network or the fact that someone had heard about Kvarøy and contacted the management team. This was the case with the robot fish: ‘It was an American company that got in touch with us, and we have helped them in testing out their technology in our localities’ (Alf-Gøran).
Over time, Kvarøy Fish Farm has therefore become engaged in many other projects because they have become known for having a positive attitude for new innovations: ‘We are approached one or two times a week on average by someone who has a good idea’ (Alf-Gøran). Gjermund jokingly says that Norwegian coastal communities are notoriously broke, lacking capital and venture capital especially. Although Kvarøy rejects most of the project proposals they get, they have said yes to a fair share of projects that function in addition to Kvarøy’s core business. The projects might be good, but Gjermund questions whether it is smart to have ownership of businesses such as a shrimp manufacturer, lutefisk (dried codfish), fish carriers, and lumpfish producers. Kvarøy could have managed without all of these. Gjermund states that he thinks these companies are fun to work with, but he admits that they also might be perceived as a distraction from the core business of fish farming. On the other hand, these companies could never have been started without Kvarøy’s investments. Some of the companies also contribute to the fish farming as suppliers of products and services.
One of the larger projects Kvarøy has engaged in is a strategic partnership with Arctic Seafarm, which is working towards establishing a land-based salmon farm. According to the plans, the first of Arctic Seafarm’s localities will be located on Nesna on Helgeland, and in March 2020 they obtained a licence to produce 15,000 tonnes of salmon and trout per year. However, the licence was revoked in November of the same year after the Norwegian Directorate of Fisheries decided that the localities were not located far enough from the sea to be approved as a land-based fish farm (Ilaks.no, 2020). As such, Kvarøy and Arctic Seafarm are now working on moving the tubs to a higher elevation and thus having the farm reapproved as a land-based fish farm (Figure 24.5) (Ilaks.no, 2021).
Fish farming on land eliminates some of the problems of sea-based fish farms, such as fish escaping their cages and salmon lice. Some fish farmers view land-based tubs and cages as a direct threat to sea-based industry. The cost of salmon production on land is higher than it is at sea, but Kvarøy expect that, in the future, salmon will be produced both on land and in the sea and that the cost of land-based salmon farming will decrease as more firms choose to develop such farms.
On the little island of Indre Kvarøy, there is a kindergarten, a middle school, and a high school, as well as a general store, a pub, a restaurant, and summer houses and boats for rent to tour- ists and visitors (Figure 24.6).
In the fish farming industry, it is normal that employees work shifts for longer periods, meaning that they can live anywhere they want and work for a few weeks in a row at the fish farms. This solution is not of interest for Kvarøy. Their job advertisements clearly state that the job of salmon farming is not a shift rotation job, and that the job requires moving to Kvarøy. Alf-Gøran explains that, without Kvarøy Fish Farm, the island would not endure. There would not be enough people to run a kindergarten and a general store. Kvarøy might go as far as employing an extra person because then that person would move to the island with their family and children. One challenge that is arising these days is the lack of housing. Kvarøy has therefore taken the initiative to build apartments and buy available houses so that they can become rentals for their employees rather than holiday houses. They are now considering building more rentals, but that demands a great deal of capital.
Alf-Gøran and Gjermund agree that they have a responsibility for the society around them because Kvarøy has become such a large company: ‘While building our company, we also need to build our island.’ They chuckle and say that they almost resemble a mafia organization. They own the store, pub, rentals, and restaurant, and they say that if someone tries to shut down the school, it will still be there. They not only own all these companies but have, at times, also worked in several of them. Alf-Gøran says that it is not unusual for him to order pastry for the store in the morning, make deals worth millions with Whole Foods before lunch, and book tourists in the rental cabins in the afternoon.
Luckily, they have managed to hire more employees so that he can concentrate more on the fish farm, which, in the end, is the business that makes everything else possible. Nevertheless, it can be difficult to balance consideration for the company with consideration for the society around them
For me, it is one of the hardest things to do on an everyday basis, having to consider [the well-being of the island] while also running the business. When you decide on investments, things that need to be done, then you also have to take into consideration that [social] perspective as well. (Alf-Gøran)
He goes on to report that not many years ago, minor salmon slaughterhouses were located close to most of the fish farmers along the coast. However, over time, the slaughterhouses needed larger quantities of salmon to be financially sustainable. This development led to con- solidations and closures of minor slaughterhouses. This was also the case on Kvarøy, who shut down the entity on the island, which had four to five employees:
When we did it, we got called up and yelled at by everyone on the island, how stupid it was to remove these workplaces. Now, it should be mentioned that they had a new job in 6 months, including 1 year of salary. But in that moment, you could really feel the signifi- cance it had for the island. (Alf-Gøran)
Because Kvarøy Fish Farm operates in open sea cages, they are dependent on the conditions of the ocean, especially regarding salmon lice, both in their production locations and in their closest fish farm ‘neighbours’ that are located on nearby islands. If another salmon farm in proximity becomes too infested with sea lice, Kvarøy risks these lice infecting their own loca- tions, and if this situation worsens, the government might impose restrictions on their salmon production. Hence, the mutual dependence and the openness that characterized the industry in the early days prevails today. As Gjermund states,
The first thing you do when you get a good idea is to tell your ‘neighbour’, especially regard-
ing fighting sea lice on the salmon and such. So, if you come up with a clever way of getting
rid of the sea lice, it is rarely a competitive advantage if you keep these insights to yourself. You have to get the ‘neighbour’ to implement the idea as well, so that you are both doing
the right things and getting the lice pressure down in the area.
Now, in 2021, we have six concessions and 900 million NOK in revenue. However, it is still unsure what the future will bring. Ahead lie both opportunities and challenges, such as an unstable salmon price, fish farming on land and biological challenges, such as salmon lice. However, we do take strategic actions continually; we recently chose to cease our collabora- tion with our distributor in the US. We figured out that we could do it ourselves. We have also established our own brand, Kvarøy Arctic. So, today, we have six employees in the US and had a turnover of 72 million USD in our first year (2020), where Whole Foods is still an important customer. Not bad for a year with Covid-19 and other challenges … and another thing, we now wish to focus and sell more of our salmon in Norway. We have therefore hired the former cross-country skier Odd-Bjørn Hjelmeset as our marketing director. Thus, you can say that we, here at Kvarøy, are now standing on our own feet in America and working toward getting a stronger foothold here in Norway as well.When we got back to the boat, ready to leave the island, Alf-Gøran noted that after gaining insights into Kvarøy’s story, perhaps students could point to some opportunities that could advance Kvarøy Fish Farm in their pursuit of further (economic, social, and environmental) sustainability?
Fish farming/aquaculture involves raising fish in captivity. Norway’s aquaculture industry has a yearly revenue of more than NOK65 billion. Salmon constitutes most of the fish farming in Norway (97.5%), which makes Norway the world’s largest producer of farmed salmon (Store Norske Leksikon, n.d.). To manage a fish farm in Norway, companies require permission (concessions) from the government, which regulates where they can locate their fish farms and the capacity of production (the quantity of fish in tons) (Store Norske Leksikon, n.d.).
The production of salmon begins by making broodstock through the insemination of roe. After hatching, the fish enter the next phase as smolt. The smolt are then cultivated in fresh water on land before the adult salmon are fed in net cages, often in the ocean, but salmon are also increasingly being raised in cages on land. When the salmon are ready for slaughter, they are often sent to a slaughterhouse that collects salmon from a range of producers. Then the salmon is often exported by a salmon-exporting firm. The fish farmers often have limited insight into this part of the supply chain (Figure 24.3).
While the Norwegian salmon farming industry experienced a wave of bankruptcies from 2001 to 2003, the operating profit margins have been high the last 5 to 10 years, with numbers as high as 65% (Njåstad, 2020). Kvarøy’s operating profit margin has been around 10% over the last years. However, biological challenges in the salmon farming industry, such as sea lice, cost a lot. Hence, many farmers are now experiencing lower operating net margins, averaging 15% to 20% in Nordland and Trøndelag county, and down to 5% in Vestland county (Skulbru, 2021). Three biological challenges are as follows.
LICE
Parasites such as the salmon louse live naturally in the ocean, and farming salmon in open cages in the sea contributes to their spread from farmed salmon to wild salmon. The large increase in the number of available hosts (farmed salmon) along the coast has led to an increase in salmon lice on wild salmon. The salmon louse is therefore a challenge to the further development of sustainable growth in the fish farming industry. To reduce the number of lice on wild fish, limits on salmon lice in farmed salmon have been introduced (Havforskningsinstituttet, 2018), and growth in the industry is regulated through a traffic light system. The system is controlled by the government, which has divided the coast into 13 production locations. Every other year, the locations get red, yellow, or green lights according to the salmon louse infection rate in wild salmon. Areas that have been given a green light can reach 6% growth in production, yellow means a freeze in the production, and red means that all actors in the area must reduce their production by 6% (Myksvoll, 2021). Kvarøy, which is grouped together with Helgeland and Bodø, was given a green light in 2020.
ALGAE OUTBREAK
In May 2019, the microscopic algae Chrysochromulina killed several million salmon in Norwegian fish farms. This came as a surprise to the industry and led to large losses for many farms (Kvarøy was not affected) (Havforskningsinstituttet, 2020).
SALMON ESCAPES
Escaped farm salmon are a threat to wild salmon because farmed fish may travel upriver and spawn with the wild salmon. This can also lead to large financial losses for fish farmers if they lose a significant part of their production. There are several reasons for salmon escapes. There may be technical failures, an incorrect use of equipment, or vessels with propellers that damage the closing nets in the cages. Extreme weather conditions can also do damage, allowing the fish to escape (Laksefakta.no, n.d.-a).
Havforskningsinstituttet. (2018). Tema: Lakselus. [Theme: Salmon lice.] Retrieved from https://www.hi. no/hi/temasider/arter/lakselus on 14.03.21.
Havforskningsinstituttet. (2020). Lanserer egen algenettside etter «dødsalgens» herjinger. [Launches its own algae website after the ‘deadly algae’ ravages.] Retrieved from https://www.hi.no/hi/nyheter/ 2020/april/lanserer-egen-algenettside-etter-dodsalgens-herjinger on 14.03.21.
Ilaks.no. (2020). Fiskeridirektoratet trekker tilbake konsesjonen til Arctic Seafarm Langset. [The Norwegian Directorate of Fisheries withdraws the licence for Arctic Seafarm Langset.] Retrieved from https://ilaks.no/fiskeridirektoratet-trekker-tilbake-konsesjonen-til-arctic-seafarm-langset on 14.03.21.
Ilaks.no. (2021). Det skal ikke være noen tvil om at dette anlegget er på land. [There should be no doubt that this facility is on land.] Retrieved from https://ilaks.no/det-skal-ikke-vaere-noen-tvil-om-at-dette -anlegget-er-pa-land on 14.03.21.
Intrafish Media. (2009). Hvordan markedsføre norsk laks? [How to market Norwegian salmon?] Retrieved from https://www.intrafish.no/nyheter/hvordan-markedsfore-norsk-laks-/1–1–711077 on 14.03.21.
Laksefakta.no. (n.d.-a). Hvorfor rømmer laksen? [Why does the salmon escape?] Retrieved from https:// laksefakta.no/laks-og-miljo/romming on 14.03.21.
Laksefakta.no. (n.d.-b). Norsk havbrukshistorie. [Norwegian aquaculture history.] Retrieved from https://laksefakta.no on 14.03.21.
Myksvoll, M. S. (2021). Rødt, gult og grønt: Slik kan «trafikklys» regulere smitte av lakselus. [Red, yellow and green: This is how ‘traffic lights’ can regulate the infection of salmon lice.] Retrieved from https://
Karin Wigger, Lise Aaboen, Dag Haneberg, Siri Jakobsen, and Thomas Lauvås – 9781800881150 Downloaded from https://www.elgaronline.com/ at 05/28/2024 10:07:23AM via Open Access. This work is licensed under the Creative Commons Attribution-NonCommercial-No Derivatives 4.0 License https://creativecommons.org/licenses/by-nc-nd/4.0/forskersonen.no/fiskehelse-fiskesykdommer-havforskning/rodt-gult-og-gront-slik-kan-trafikklys-regulere-smitte-av-lakselus/1829113 on 14.03.21.
Njåstad, M. (2020). Oversikt: Dette tjente privateide lakseselskaper i fjor. [Overview: Privately owned salmon companies earned this amount last year.] Retrieved from https://www.fiskeribladet.no/nyheter/oversikt-dette-tjente-privateide-lakseselskaper-i-fjor/2–1–890691 on 14.03.21.
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Skulbru, R. M. (2021). Økonomiprofessor: At oppdrett går så det suser er en sannhet med modifikasjoner. [Professor of Economics: The fact that fish farming is going so well is a truth with modifications.] Retrieved from https://www.intrafish.no/samfunn/okonomiprofessor-at-oppdrett-gar-sa-det -suser-er-en-sannhet-med-modifikasjoner/2–1–1070062 on 14.03.21.
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For access to the figures (in high quality as intended), please check the original chapter. You can download the entire book or individual chapters from Elgaronline.
The goal of the case assignment is to take part in an entrepreneurial entrepreneurial process through the development of a game, moving from analysis to ideation, idea testing and prototyping in developing the game.
Case activities
Students are advised to work in groups of three to five. The case activities move from designing to playing the game and are organized in a six-stage process:
(Preparation by reading the case before class.)
Mapping the game elements based on the case narrative
The first step is to identify the key elements of the case, which will be the elements of the game: (1) entrepreneurial activities and processes, (2) resources, (3) key actors and their interests, (4) opportunities, (5) challenges, and (6) sustainability.
Group and list these elements in the case analysis canvas (to be handed out in class).
Ideation of the game based on the case narrative
• Next, create the game idea based on the elements identified in Stage 1 and address sustainability as the aim. The group members themselves decide the exact aim of the game is, what type of game it should be, how to win the game, what the rules of the game are, how to play the game, and how the six elements from Stage 1 are to be integrated into the game.
Describe the individual learning outcomes integrated into the game.
The game canvas (handed out in class) will guide this process.
Idea testing
Prepare a short presentation
a. Prepare a 1–3-minute presentation of the game idea.
Present your game idea and receive feedback
b. When presenting, the game canvas may be used. c. The groups give feedback to one another.
Create your game through prototyping
• Make a prototype of the game idea using materials from the prototype box (provided in the classroom).
Play and try the game (optional). Alternatively, showcase the game
• If the game is ready to be tested: play.
• Alternatively, showcase the game, explaining the most important iterations since Step 3.Reflection (questions and presentation with theoretical inputs)
• The educator and students reflect on the entrepreneurial process they went through
Entrepreneurship requires action, and the case narrative illustrates how Kvarøy Fish Farm has taken entrepreneurial actions towards sustainability. The case activities build on game-based learning to develop skills and a mindset to act entrepreneurially for a sustain- able future with the following main task:
To develop a game that involves Kvarøy Fish Farm and focuses on sustainability.
Based on
REFRAMING THE CASE METHOD IN ENTREPRENEURSHIP EDUCATION
Karin Wigger, Lise Aaboen, Dag Haneberg, Siri Jakobsen, and Thomas Lauvås – 9781800881150
Downloaded from https://www.elgaronline.com/ via Open Access
This work is licensed under the Creative Commons Attribution-NonCommercial-No Derivatives 4.0 License
https://creativecommons.org/licenses/by-nc-nd/4.0/