Volume 9, Number 4
In the fall 2011 issue of the Stanford Social Innovation Review we bring you an in-depth report—“Too Good to Fail”—on what had been one of America’s oldest and most important social enterprises, ShoreBank Corp., and the events that led to its recent collapse. Long before anyone coined terms like shared value, blended value, or double bottom line, the people at ShoreBank were busy building a for-profit company that doggedly pursued a social mission.
Four guidelines provide a road map for leaders to identify and develop the right funding model for their organization.
Lending circles, self-help groups, and study circles are among the oldest and most effective tools for creating personal and social change.
American educators, policymakers, and philanthropists are overselling the role of the highly skilled individual teacher and undervaluing the benefits that come from teacher collaborations.
By mapping a company’s relationship to the economy in which it operates, businesses can do much to advance their strategic objectives and advance local economic growth.
Collectivist, group-oriented teams do better work.
Transformational leaders capitalize on the creativity that employees have.
A new study finds that nonprofits are not becoming more commercialized.
The moral legitimacy of a new market can come as much from how you sell something as from exactly what you’re selling.
Living near safe drinking water is not the same as drinking safe water.
Most health advocacy organizations do not report industry funding.
Global Action Networks: Creating Our Future Together by Steve Waddell
Poor Economics: A Radical Rethinking of the Way to Fight Global Poverty by Abhijit Banerjee & Esther Duflo
KaBOOM! How One Man Built a Movement to Save Play by Darell Hammond
The End of Fundraising: Raise More Money by Selling Your Impact by Jason Saul
Living Cities is working with five US municipalities to develop an ecosystem for solving urban problems.
The Peer Water Exchange manages diverse solutions and resources to fight the global water crisis.
The time is now for foundations, large and small, to engage in public policy.
The Myelin Repair Foundation is creating a process for the rapid development of new treatments and cures.
Chris West leverages the assets of the Shell Foundation and its corporate parent to improve the lives of low-income people in the developing world.
An EU Fisheries Commission Project pays fisherman to remove plastic debris from the Mediterranean Sea.
Organizations that report on charities are increasingly collaborative.
Nuru International identifies proven poverty-reduction programs and aims to take them to scale.
A new Facebook app helps incoming freshmen connect—but within the closed community of their college.
The National Math and Science Initiative aims to avert the crisis in secondary school education by replicating proven programs.
EMBARQ, a network of sustainable transportation experts, has grown quickly,
thanks to impressive fundraising and the design of a model program.
What Didn't Work
The Northwest Area Foundation learns—and shares—hard lessons from a 10-year initiative.
In August 2010 the US government closed ShoreBank, one of the country’s leading social enterprises. Why did ShoreBank fail?
The CEO of the California HealthCare Foundation and the managing director of Versant Ventures provide an introduction to innovations for better health care at lower cost.
Technologies that reduce costs and improve care for the underserved are often the most difficult to scale up. But a handful of strategies could turn things around.
Two venture capitalists and an entrepreneur discuss the challenges and opportunities that innovators confront as they seek to improve health care.
A doctor describes his groundbreaking, transdisciplinary effort to design more cost-effective care models for conditions that drive a large proportion of US health spending.
The United States and other industrialized countries can learn from experiments in the developing world that use the humble cell phone as a platform for innovation.
Thanks to Todd Park, a federal agency has discovered that health care organizations can think more like nimble startups than like lumbering giants.
Social investors are experimenting with a profusion of creative funding mechanisms to help innovators sustain health-improving approaches and to achieve greater impact.
- Summer 2013
- Spring 2013
- Winter 2013
- Fall 2012
- Summer 2012
- Spring 2012
- Winter 2012
- Summer 2011
- Spring 2011
- Winter 2011
- Fall 2010
- Summer 2010
- Spring 2010
- Winter 2010
- Fall 2009
- Summer 2009
- Spring 2009
- Winter 2009
- Fall 2008
- Summer 2008
- Spring 2008
- Winter 2008
- Fall 2007
- Summer 2007
- Spring 2007
- Winter 2007
- Fall 2006
- Summer 2006
- Spring 2006
- Winter 2005
- Fall 2005
- Summer 2005
- Spring 2005
- Winter 2004
- Fall 2004
- Summer 2004
- Spring 2004
- Winter 2003
- Summer 2003
- Spring 2003
→ This form is for US/Canada subscribers. Are you an international subscriber?
Click here instead.
Subscribers get premium online access (articles with a key) including 9-year archive, downloadable digital edition, quarterly print issues (optional).