Stanford Social Innovation Review : Informing and inspiring leaders of social change




Articles on social change from the latest edition of SSIR


Summer 2005

Volume 3, Number 2

Multinational corporations investing in emerging markets—as they must do to meet the growth demands of shareholders—must find ways to make the bottom line serve the base of the pyramid. In other words, they must start “Developing Native Capability” and understanding people and economic systems that look very different from Western business practices. In the summer 2005 issue of Stanford Social Innovation Review, “Block by Block” explains how one multinational did just that in Mexico and broke into the do-it-yourself housing industry.

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Corporate Philanthropy

Philanthropy, Inc.

How today’s corporate donors want their gifts to help the bottom line.

By Keith Epstein

Socially Responsible Business

Block by Block

How one of the world’s largest companies builds loyalty among Mexico’s poor.

By Ricardo Sandoval | 1

Economic Development

Developing Native Capability

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

By Stuart L. Hart & Ted London

Measuring Social Impact

The Ratings Game

Evaluating the three groups that rate the charities.

By Stephanie Lowell, Brian Trelstad, & Bill Meehan | 1

Field Report

Nonprofit Management

In Your Face

The social enterprise that beat city hall.

By Maia Szalavitz


Frozen Assets

How the North Texas Food Bank’s Community Kitchen supplies healthy frozen dinners to the Dallas region’s hungry.

By Andrea Orr

Nonprofit Management

Educators With Borders

Sometimes nonprofit workers have to learn to “just say no”.

By Alessandra Bianchi

Case Study

Nonprofit Management

Managing Growth

How a Boston educational-services nonprofit is realizing its own potential for growth so that its scholars can realize theirs.

By Kelly Campbell & Rita Louh


Individual Giving

You Can’t Do That!

A venture philanthropist's experience with reforming education.

By Laura Lauder

Nonprofit Management

What We Really Need

Eight reforms to make nonprofits more accountable and effective.

By Jan Masaoka & Jeanne Bell Peters



Mind the Gap

Some social and educational programs inadvertently widen the gap between the haves and the have-nots.

By Alana Conner Snibbe

Board Governance

Building a Better Board

How nonprofit board size and independence relate to board performance.

By Jessica Ruvinsky | 1


They Just Don’t Understand

Americans are in the dark about nonprofits.

By Alana Conner Snibbe

Socially Responsible Business

In Bad Times, It Pays to Be Good

A reputation for CSR may shield companies from the public’s ire.

By Marguerite Rigoglioso

Nonprofit Management

Turning Over Without Going Belly-Up

New hires need more relationships, as opposed to more training.

By Alana Conner Snibbe

Nonprofit Management

What Women Don’t Want

How male managers’ patronizing behavior undercuts female subordinates’ performance.

By Alana Conner Snibbe

Nonprofit Management

When Efficiency Saves Lives

Well-run organizations, not bleeding hearts, are the key to increasing organ donations.

By Alana Conner Snibbe

Individual Giving

Along the Generational Divide

Younger donors of color differ from their elders when making philanthropic choices.

By Alana Conner Snibbe



Review: Strong Medicine

The strategic use of vaccines may be the key to spreading infectious diseases in the developing world.

Reviewed By Michael K. Gusmano


Review: Building Donor Loyalty

New book reveals what makes donors tick.

Reviewed By Mal Warwick



15 Minutes with Paul Farmer

Interview with Paul Farmer, founder, Partners in Health.

By SSIR editors