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

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Case Study

 

An inside look at one organization

 
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Turning Conflict into Cooperation

The Rainforest Action Network launched a consumer boycott of several Mitsubishi companies, leading to significant changes in the way the firm and many of its partners do business.

By Peter Asmus, Hank Cauley, & Katharine Maroney | Fall 2006
 

Chilling With Greenpeace, From the Inside Out

Greenpeace catapulted Greenfreeze, an ozone- and climate-safe refrigerant, into widespread use and launched the first Green Olympic Games in Sydney, Australia, in 2000.

By Cathy L. Hartman & Edwin R. Stafford | 1 | Summer 2006
 

An Enterprising Failure

Why a promising social franchise collapsed.

By Paul Tracey & Owen Jarvis | Spring 2006
 

Tackling Vision Care Disparities

How one nonprofit uses an NFL team’s celebrity to improve poor children’s eyesight - and life chances.

By Melinda Tuan & Fay Twersky | 1 | Winter 2005
 

Sharing Power

How Merck and the WHO have sustained a fragile balance of power in their battle against river blindness.

By Jonathan B. Levine | Fall 2005
 

Managing Growth

How a Boston educational-services nonprofit is realizing its own potential for growth so that its scholars can realize theirs.

By Kelly Campbell & Rita Louh | Summer 2005
 

The Price of Commercial Success

Minnesota Public Radio: social purpose capitalism.

By James A. Phills & Victoria Chang | Spring 2005
 

Golden Opportunity

When a Canadian multinational laid off hundreds of gold miners in South Africa, it went many extra miles to help them get back on their feet.

By Wayne Dunn | Winter 2004
 

Common Bonds

Two Chicago nonprofit job training programs find strength and stability in a merger.

By Donald Haider | Fall 2004
 

Under Pressure

Where the charitable response to 9/11 went wrong.

By David Hoyt | Summer 2004