Articles on social change from the latest edition of SSIR
Volume 7, Number 3
Why Kiva chose to be a 501(c)(3), what this tax status buys the organization, and how being a nonprofit poses challenges.
Dead Aid: Why Aid Is Not Working and How There Is a Better Way for Africa by Dambisa Moyo
The Unfinished Presidency by Douglas Brinkley
Market Rebels: How Activists Make or Break Radical Innovations by Havagreeva Rao
Strategy for Sustainability: A Business Manifesto by Adam Werbach
Manchester Bidwell Corporation replicates by adapting general strategies to local cultures.
The prevailing governance model is fundamentally adversarial, pitting board members in a never-ending struggle with executives. This model may ensure that the legal requirements of oversight and compliance are met, but it does little to advance the organization’s goals. The authors propose a new and more effective framework, one where board members and executives work together to advance the organization’s mission.
Social entrepreneurship is one of the most alluring terms on the problem-solving landscape today. The question is not whether social entrepreneurship is a term in
good currency, but what it actually means.
The B Corp seal of approval distinguishes truly responsible businesses from mere poseurs.
Social innovation now has an official place in the White House.
RAMP nurtures local inventors in India, Peru, and Indonesia.
From pink ribbons to Product Red, cause marketing adroitly serves two masters, earning profits for corporations while raising funds for charities. Yet the short-term benefits of cause marketing—also known as consumption philanthropy—belie its long-term costs. These hidden costs include individualizing solutions to collective problems; replacing virtuous action with mindless buying; and hiding how markets create many social problems in the first place. Consumption philanthropy is therefore unsuited to create real social change.
When donor gifts are public, social approbation is reward enough.
Tweeters come together for spontaneous gatherings of like-minded philanthropists.
Some of the brightest ideas for social change grow in the spaces between organizations and sectors. Yet few organizations have systems that make collaboration happen. To foster innovation, organizations need to develop places where they can come together and work creatively—that is, platforms for collaboration. In this article, a management expert identifies three kinds of collaboration platforms—exploration, experimentation, and execution—and then outlines what organizations can do to put these platforms to work for them.
Acknowledging employee diversity has its benefits.
Investors screen for entrepreneurial passion when making funding decisions.
The importance of finding dedicated project managers and the money to support them.
Nonprofits will soon have more volunteers than they can handle.
The Rockefeller Foundation is staying at the forefront of new and big ideas, funding new innovation processes like crowdsourcing and collaborative competitions.
We must break the stereotype that low-income communities are unable to help themselves.
Unethical behavior remains a persistent problem in nonprofits and for-profits alike. To help organizations solve that problem, the authors examine the factors that influence moral conduct, the ethical issues that arise specifically in charitable organizations, and the best ways to promote ethical behavior within organizations.
Studies show that individuals are more susceptible to corrupt behavior when trying to avoid a loss.
Research supports violent media's negative impact on civility.
Texting emerges as a source of confirmation for drug legitimacy.
Uhuru Capital Management manages a conventional fund of hedge funds, but with an attention to social values.
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