Volume 2, Number 1
All too often those involved in creating social innovations, such as carbon trading, and those involved in forging social movements, such as the environmental movement, view one another with distrust or even indifference. The fact is, they both need one another in order to succeed, argues Mayer Zald, author of “Making Change” in the summer 2004 issue of Stanford Social Innovation Review. This lesson must also be learned by foundations, which often shy away from funding grassroots social movements.
The working poor are neither helpless nor omnipotent.
Why does the social sector need social movements?
Nonprofits use metrics to show that they are efficient. But what if donors don’t care?
Field Report (formerly What Works)
How a nonprofit spurred the Indian government to help seniors.
Guerrilla marketing surveys power Urban Peak.
How Girls Inc. put the power of Lancome to work in support of mission.
Where the charitable response to 9/11 went wrong.
Viewpoint (formerly First Person)
A power imbalance undermines the social sector.
IRS data may be less faulty than feared.
Nonprofit workers earn the same as their for-profit counterparts.
Do charter schools hold the key to responsive government?
Almost half of revenue-seeking organizations are in the black.
Study shows religious organizations lack financial controls.
Why some companies donate to charity.
Do students learn better from teachers of their own ethnicity?
Accreditation prompts higher charitable giving.
Books (formerly Reviews)
Key social innovators have succeeded against all odds –– and with little financial muscle.
Top foundation leaders reveal how they set payout rates, executive salaries, and trustee compensation.
Interview with Robert Egger, founder, D.C. Central Kitchen.
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