Stanford Social Innovation Review

Stanford Social Innovation Review is an award-winning magazine covering best strategies for nonprofits, foundations, and socially responsible businesses. Published quarterly by the Stanford Graduate School of Business.

Browse Content

Date	Author	Section	Category	Summary
Winter 2005	Alessandra Bianchi	Articles	Corporate Social Responsiblity • Philanthropy & Responsible Investing	The Other 95 Percent How a community foundation uses proxy voting to advance its mission.
Winter 2005	Cliff Terry	Articles	Corporate Social Responsiblity • Philanthropy & Responsible Investing	All Fired Up How an insurance company helps its workers support their local fire departments.
Fall 2005	Deborah Doane	Articles	Human Rights • Social Entrepreneurship • Corporate Social Responsiblity	The Myth of CSR As nice as it is to think that modern corporations can do well while also doing good, there are serious limitations that the market imposes on their CSR initiatives. In addition, the legal obligations of corporations to their shareholders further restrict CSR’s potential to help solve social and environmental problems. At some point, we should be asking ourselves whether or not we’ve been promoting a strategy more likely to lead to business as usual than to tackling the fundamental problems of our time.
Fall 2005	Jonathan B. Levine	Articles	Health Care • Nonprofit Management • Corporate Social Responsiblity	Sharing Power How Merck and the WHO have sustained a fragile balance of power in their battle against river blindness.
Summer 2005	Ricardo Sandoval	Articles	Economic Development • Corporate Social Responsiblity	Block by Block How one of the world’s largest companies builds loyalty among Mexico’s poor.
Summer 2005	Keith Epstein	Articles	Corporate Social Responsiblity • Philanthropy & Responsible Investing	Philanthropy, Inc. How today’s corporate donors want their gifts to help the bottom line.
Summer 2005	Marguerite Rigoglioso	Articles	Corporate Social Responsiblity	In Bad Times, It Pays to Be Good A reputation for CSR may shield companies from the public’s ire.
Summer 2005	Stuart L. Hart & Ted London	Articles	Economic Development • Corporate Social Responsiblity	Developing Native Capability What multinational corporations can learn from the base of the pyramid.
Spring 2005	Pamela Yatsko	Articles	Corporate Social Responsiblity	Managing Medusa A Hong Kong manufacturer brings business practices to social services in Asia.
Spring 2005	Gerald Burstyn	Articles	Corporate Social Responsiblity	Hidden Agenda Corporations give away billions each year, but what’s the real reason why?
Winter 2004	Wayne Dunn	Articles	Economic Development • Corporate Social Responsiblity	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.
Fall 2004	Matthew Schuerman	Articles	Corporate Social Responsiblity	Behind the Glitter Tiffany and Co. moves to get African “conflict diamonds” out of its stores.
Fall 2004	Jan Chong	Articles	Corporate Social Responsiblity • Philanthropy & Responsible Investing	Determining Diversity Do socially responsible funds ask the right questions?
Fall 2004	Debra E. Meyerson	Articles	Environment • Corporate Social Responsiblity	The Tempered Radicals How employees push their companies – little by little – to be more socially responsible.
Summer 2004	Matthew Schuerman	Articles	Nonprofit Management • Corporate Social Responsiblity	Cause Marketing: Attention Campers How Girls Inc. put the power of Lancome to work in support of mission.
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