Articles on social change from the latest edition of SSIR
Volume 5, Number 4
Collaboration is the key to impact, according to the fall 2007 issue of Stanford Social Innovation Review. In “Creating High-Impact Nonprofits,” an analysis of 12 high-impact nonprofit organizations reveals that those who form alliances, partnerships, and networks can mobilize every sector of society—government, business, nonprofits, and the public—to be a force for good. Other features examine the inter-related effects of idealistic and pragmatic activism, and the need for foundations to make strategic mission investments to be most effective.
A growing number of foundations are offering low-interest loans, buying into green business ventures, and investing in other asset classes to advance their missions. To bring about real change, foundations need to make strategic mission investments that complement their grantmaking and leverage market forces.
Many businesses serving lower income communities languish because they can't raise enough money to fund their growth. To meet their needs, a new breed of private equity investment—development investment capital—has emerged. Although this style of investing is still in its infancy, it's already showing promise.
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.
Conventional wisdom says that scaling social innovation starts with strengthening internal management capabilities. This study of 12 high-impact nonprofits, however, shows that real social change happens when organizations go outside their own walls and find creative ways to enlist the help of others.
An innovative federal project turns retiring military personnel into teachers.
How Sustainable Conservation unites all sectors for the environment.
How for-profit clinics are healing and enriching the rural poor in Kenya.
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.
To ensure that baby boomers' wealth does not fall short of its philanthropic potential, Randall Ottinger suggests applying portfolio theory to make wiser social investments.
To enrich Africa, oil companies and NGOs must cooperate.
How clear, brief mission statements inspire progress.
Most Americans give roughly the same percentage of their incomes.
Flattery, not good governance, reaps corporate directorships – especially for white males.
Five tips for designing workplaces that nurture great ideas.
How the vocal few can skew perceptions of public opinion.
How nonprofits win the dedication of their volunteers.
Should water be turned into a commodity that only "haves" can pay for?
The human spirit endures in grassroots activism.
Jafee provides an inside look at the world of fair trade.
Clean technology is creating greener pastures for business.
Where have all the public servants gone?
Business trumps government in creating social change.
SSIR Academic Editor Jim Phills spoke with Nike’s Hannah Jones about the sportswear giant’s extensive corporate social responsibility programs.
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