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

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Articles

 
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Global Issues

Global Problem Solving Without the Globaloney

It’s time to put an end to the “flat world” thinking that guides the work of all too many social change organizations.

 
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Technology & Design

When the “Doves” Fly

Increasing numbers of businesses are adopting a social mission as an integral part of their work.

 

Health

A Model of Health

In Nepal, a US-based nonprofit is partnering with the national government to deliver full-service medical care in remote areas.

 
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Technology & Design

Substance Over Style

An international design award based in Denmark celebrates products and projects that aim “to improve life.”

 
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Energy

Get Rid of the Grid?

An emerging business model that aims to reduce energy poverty holds real promise. But it needs a jump-start.

 
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Economic Development

No Value

A "big think" look at the future of capitalism fails to reckon with the factors that make capitalism so resilient.

Reviewed By Timothy Ogden | Fall 2014
 

Civil Society

Social Work as a Social Wedge

In China, a new kind of NGO has started to embed the values of civil society in its provision of social services.

 
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Profit and Purpose: How Social Innovation is Transforming Business for Good

Profit and Purpose: How Social Innovation is Transforming Business for Good is a look at how social entrepreneurs have used business models to change the world.

By Kyle Westaway | Oct. 15, 2014
 
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Deeply Divided: Racial Politics and Social Movements in Post-War America

Deeply Divided: Racial Politics and Social Movements in Post-War America offers a sweeping look at political and economic divisions in American politics over the past century.

By Doug McAdam & Karina Kloos | Oct. 1, 2014
 
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The Reciprocity Advantage: A New Way to Partner for Innovation and Growth

The Reciprocity Advantage: A New Way to Partner for Innovation and Growth offers lessons on using the competitive advantage of reciprocity to capitalize on partnerships and anticipate future disruptions.

By Bob Johansen & Karl Ronn | Sep. 24, 2014