Stanford Social Innovation Review

More and more business leaders recognize that their company’s future is increasingly intertwined with the needs and demands of society. But many executives don’t understand how to manage that changing relationship. In this article, McKinsey & Company consultants provide a model for incorporating sociopolitical issues into the strategic decision-making process.

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.

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....”

As the wall between the nonprofit and corporate worlds crumbles, many social change organizations are asking themselves: Do we stick to our activist guns, or do we cross the divide and work with business? Research suggests that social movements need both kinds of organizations to make the changes they seek.

SSIR Academic Editor Jim Phills spoke with Nike’s Hannah Jones about the sportswear giant’s extensive corporate social responsibility programs.

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. 

Five tips for designing workplaces that nurture great ideas. 

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

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

From the Girl Scouts, to Partners In Health, to the city of Providence, R.I., great organizations have one thing in common: great managers. These managers, in turn, share four simple management principles that they use to guide organizations from mere mediocrity to stand-out stardom.

The challenge of replicating social programs.

Weird management ideas that work.

Funders, government agencies, and donors
get lost on the labyrinth.

Employee network groups keep minority managers on the job. 

Human services managers are not implementing strategic decisions.

New York Cares uses volunteers to recruit
and retain other volunteers.

Putting the science of influence to work in fundraising.

CEO of the American Cancer Society.

Beating the heroic leadership trap.