Stanford Social Innovation Review

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

Multinational corporations are in a quandary: Stakeholders are imposing higher standards than ever, but businesses are confused about what their global social responsibilities actually are.

From field to factory, Snyder reveals the real lives behind the making of a pair of jeans.

For much of its history, Wal-Mart’s corporate management team toiled inside its “Bentonville Bubble,” narrowly focused on operational efficiency, growth, and profits. But now the world’s largest retailer has widened its sights, building networks of employees, nonprofits, government agencies, and suppliers to “green” its supply chains. Here’s how and why the world’s largest retailer is using a network approach to decrease its environmental footprint – and to increase its profitability.

Using social networking tools, the author reveals the intricate web of relationships that exist between business and environmentalists and suggests ways that these relationships could become even more fruitful in the environmental movement. —By Andrew J. Hoffman

Four reasons corporations should engage in social responsibility.

What multinational corporations can learn from the base of the pyramid.

Organic Exchange uses its global network to promote environmentally friendly fibers.

International development organizations spend lots of money and effort building the capacity of small businesses. Yet they often fail to ask whether people want the businesses’ goods and services. As these stories from Peru show, successful programs start with real buyers who are willing to buy real products.

When scarcity sets in, market forces can lead corporations to adopt green practices.