Stanford Social Innovation Review

The most trusted employees cash in on lax internal controls to fleece nonprofits.

When the Salk polio vaccine proved to be effective in 1955, the National Foundation for Infantile Paralysis had to choose whether to close up shop or to pursue a new agenda. The foundation first broadened its mission, but lost donations, volunteers, and public support. After honing its mission to birth defects, however, it recovered. Here’s how the organization that eventually became the March of Dimes planned – and survived – its transitions.

In virtually every for-profit industry, success hinges on producing more goods or services at a lower cost without compromising quality. But increasing productivity can work in the nonprofit world, too, as an examination of three healthy nonprofits shows.

Why Portland’s ReBuilding Center refuses to franchise, but is happy to share.

Workers paid by the hour are less likely to volunteer than are salaried employees.

Foundations need to make more of the right kinds of mistakes.

How clear, brief mission statements inspire progress.

Flattery, not good governance, reaps corporate directorships – especially for white males.

How the vocal few can skew perceptions of public opinion.

You can learn more from your mistakes than from your successes. Paul Schmitz, president and CEO of Public Allies, gives a sampling of classic foibles of not only social entrepreneurs, but leaders in general. 

How nonprofits win the dedication of their volunteers.

Conventional wisdom says that scaling social innovation starts with strengthening internal management capabilities. This study of 12 high-impact nonprofits, however, shows that real social change happens when organizations go outside their own walls and find creative ways to enlist the help of others.

Which woman is more likely to attract unpleasant sexual attention: the office sweetheart or the ambitious upstart? A new study by social psychologist Jennifer Berdahl points to the upstart. From her findings, Berdahl concludes that “men aren’t harassing women to get into their pants, but to put them down....”

Many Iraq War veterans can’t shake the feeling of being constantly imperiled, and their therapists, in turn, may develop traumatic stress symptoms themselves. A new study tells how organizations can protect their frontline providers from psychic distress.