Stanford Social Innovation Review : Informing and inspiring leaders of social change

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Social Innovations

The Hidden Costs of Cause Marketing

From pink ribbons to Product Red, cause marketing adroitly serves two masters, earning profits for corporations while raising funds for charities. Yet the short-term benefits of cause marketing—also known as consumption philanthropy—belie its long-term costs. These hidden costs include individualizing solutions to collective problems; replacing virtuous action with mindless buying; and hiding how markets create many social problems in the first place. Consumption philanthropy is therefore unsuited to create real social change.

By Angela M. Eikenberry | 17 | Summer 2009
 

Nonprofits

Research: Color Blindness Is Shortsighted

Acknowledging employee diversity has its benefits.

By Alana Conner | Summer 2009
 
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Nonprofits

Your Nonprofit Construction Manager

The importance of finding dedicated project managers and the money to support them.

By Elisabeth D. Babcock | Summer 2009
 
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Nonprofits

Ethics and Nonprofits

Unethical behavior remains a persistent problem in nonprofits and for-profits alike. To help organizations solve that problem, the authors examine the factors that influence moral conduct, the ethical issues that arise specifically in charitable organizations, and the best ways to promote ethical behavior within organizations.

By Deborah L. Rhode & Amanda K. Packel | 8 | Summer 2009
 

Nonprofits

Research: The Volunteer Boom

Nonprofits will soon have more volunteers than they can handle.

By Alana Conner | Summer 2009
 
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Social Innovations

Platforms for Collaboration

Some of the brightest ideas for social change grow in the spaces between organizations and sectors. Yet few organizations have systems that make collaboration happen. To foster innovation, organizations need to develop places where they can come together and work creatively—that is, platforms for collaboration. In this article, a management expert identifies three kinds of collaboration platforms—exploration, experimentation, and execution—and then outlines what organizations can do to put these platforms to work for them.

By Satish Nambisan | Summer 2009
 
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Nonprofits

What Didn’t Work: Tongue-Tied at the Top

While boards sat in silence, executives milked American University and the Smithsonian.

By Pete Smith | 6 | Spring 2009
 
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Philanthropy

Fundraising in Tough Times

Our economy is in bad shape and will only get worse. So what can fundraisers do to minimize the impact of this difficult period on our organizations, and at the same time maximize income?

By Mal Warwick | 7 | Spring 2009
 
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Environment

Shades of Green

Social networking tools reveal that there is an intricate web of relationships between business and environmentalists, which if developed could benefit the environmental movement.

By Andrew J. Hoffman | 3 | Spring 2009
 
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Fundraising

Ten Nonprofit Funding Models

For-profit executives use business models—such as "low-cost provider" or "the razor and the razor blade"—as a shorthand way to describe the way companies are built and sustained. Nonprofit executives are not as explicit about their funding models and have not had an equivalent lexicon—until now.

By William Landes Foster, Peter Kim, & Barbara Christiansen | 24 | Spring 2009