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

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Case Study

 

An inside look at one organization

 

Change Comes at a Cost

In 2008, a group of Chicago’s social service agencies formed the Back Office Cooperative, which has produced impressive financial savings. Yet greater efficiency has had a cultural cost.

By Donald Haider & Franz Wohlgezogen | 1 | Winter 2012
 
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Too Good to Fail

In August 2010 the US government closed ShoreBank, one of the country’s leading social enterprises. Why did ShoreBank fail?

By James E. Post & Fiona S. Wilson | 9 | Fall 2011
 

The Problem with Fair Trade Coffee

Fair Trade-certified coffee is growing in sales, but strict certification requirements are resulting in uneven economic advantages for coffee growers and lower quality coffee for consumers.

By Colleen Haight | 15 | Summer 2011
 
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Better Vision for the Poor

Several social enterprises are attempting to provide eyeglasses to the 500 million to 1 billion poor people who need them. Why haven’t any of the organizations succeeded on a large scale?

By Aneel Karnani, Bernard Garrette, Jordan Kassalow, & Moses Lee | 10 | Spring 2011
 
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Market-Minded Development

Acumen Fund uses impact investing to tackle global poverty. It's approach has garnered attention, but does it change aid?

By Hima Batavia, Justin Chakma, Hassan Masum, & Peter Singer | 5 | Winter 2011
 
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Do No Evil

Google DotOrg launched in 2004 with bold ambitions and almost $1 billion in seed funding. But the results have been less than stellar.

By Suzie Boss | 6 | Fall 2010
 

Fueling Growth

Riders for Health has created a novel approach to maintaining health transport vehicles in sub-Saharan Africa.

By Sonali Rammohan | Summer 2010
 
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LEED the Way

The LEED green-building certification system is one of the fastest growing nonprofits in America.

By Brandon Keim | Spring 2010
 
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Strength Through Flexibility

Over the past 17 years, the Forum for African Women Educationalists has delivered high-quality education to millions of girls across 35 African countries.

By Kim Jonker | 1 | Winter 2010
 
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The Profit in Nonprofit

Why Kiva chose to be a 501(c)(3), what this tax status buys the organization, and how being a nonprofit poses challenges.

By Bethany Coates & Garth Saloner | 13 | Summer 2009