Articles on social change from the latest edition of SSIR
Volume 7, Number 1
The Search for Social Entrepeneurship by Paul C. Light
Philanthrocapitalism: How the Rich Can Save the World by Matthew Bishop & Michael Green
Iconoclast: A Neuroscientist Reveals How to Think Differently by Gregory Berns
The Structure of Scientific Revolutions by Thomas S. Kuhn
Sex Trafficking: Inside the Business of Modern Slavery by Siddharth Kara
To grow to full scale, serving 50,000 students a year, YouthBuild's federal funding must increase from $60 million to $125 million annually. Local programs will also need to raise $250 million annually from state and local education and criminal justice funds, and from private donors. How does YouthBuild plan to achieve this breakthrough and help five times as many people?
When Nau, an outdoor clothing start-up from Portland, Ore., launched in 2005, word on the street had it that the company would push socially responsible business to new heights. But barely a year after putting its earth-toned parkas and virgin merino wool sweaters up for sale in its übercool “webfront” stores, Nau pulled the plug. Find out how Nau tried on too much, too fast.
VisionSpring picks promising social entrepreneurs to restore the eyesight of poor people.
National Instrument's partnerships not only energize science education, but also boost the company's brand and employee morale.
Left: An engineer readies her robot at the 2008 FIRST Lego League World Festival, an annual competition that brings together teams of students to show off their engineering chops. Powering her robot was sophisticated software developed by National Instruments. Her team, the Power Peeps of Swartz Creek, Mich., placed third.
By estimating the social return on their investments, funders can deploy their dollars more effectively. To demonstrate the power of these calculations, the authors show how three organizations—the Robin Hood Foundation, Acumen Fund, and the William and Flora Hewlett Foundation—use cost-benefit analysis to evaluate their ongoing programs, choose mission investments, and plan long-term strategies.
Market solutions to poverty, which include services and products targeting consumers at the “bottom of the pyramid,” portray poor people as creative entrepreneurs and discerning consumers. Yet this rosy view of poverty-stricken people is not only wrong, but also harmful.
E + Co connects the dots between energy, poverty, and the environment.
William Brindley spent most of his career keeping financial institutions at the leading edge of technology. Now, as CEO of the nonprofit consortium NetHope, he is using those same skills to help nonprofits do the same. NetHope now has 25 member organizations, among them Save the Children, Mercy Corps, Oxfam, the International Federation of Red Cross and Red Crescent Societies, and Catholic Relief Services.
Nonprofits rely heavily on volunteers, but most CEOs do a poor job of managing them. As a result, more than one-third of those who volunteer one year do not donate their time the next year—at any nonprofit. That adds up to an estimated $38 billion in lost labor. To remedy this situation, nonprofit leaders must develop a more strategic approach to managing this overlooked and undervalued talent pool. The good news is that new waves of retiring baby boomers and energetic young people are ready to fill the gap.
Serving more than 110 million people per year, BRAC is the largest nonprofit in the world. Yet it doesn't receive the most charitable donations. Instead, BRAC's social enterprises generate 80 percent of the organization's annual budget. These revenues have allowed the organization to develop, test, and replicate some of the world's most innovative antipoverty programs.
Successful entrepreneurs show characteristics of both men and women.
We don't necessarily like people who do the right thing.
Leaders should rethink how they treat their subordinates.
Universal child care may not be the best option.
Research shows branding differentiates nonprofits in stakeholders' minds.
Group attachment and commitment are what drive protesters to act.
Research finds human extinction looms near if consumption levels do not decrease.
Grab a mocha and brainstorm.
Kids win beads and help give loans to entrepreneurs in developing countries.
Role ambiguity dampens board member's commitments.
Rockers go green.
Two new players in the world's social investing scene seek financial returns along with social impact.
GreenNote helps students with no credit history obtain college loans.
Britain tries building carbon-neutral housing to address its housing shortage.
A new evaluation tool allows donors and investors to track their investments and compare their data to those of organizations doing similar work.
Mathematical tool helps countries weigh the pros and cons of using biofuel.
It's time to rethink the "C" in CSR.
How best to assess program performance.
In their efforts to be socially responsible, most companies fail to wield their most powerful tool: lobbying. Yet corporations such as Mary Kay, Royal Dutch Shell, and General Motors are increasingly leveraging their deep pockets, government contacts, and persuasive powers for the cause of good. Not all kinds of socially responsible lobbying are created equal, however. The authors discuss which forms are best for companies and society.
Paying people to practice safe sex.
More IssuesAll Issues
- Fall 2014
- Summer 2014
- Spring 2014
- Winter 2014
- Fall 2013
- Summer 2013
- Spring 2013
- Winter 2013
- Fall 2012
- Summer 2012
- Spring 2012
- Winter 2012
- Fall 2011
- Summer 2011
- Spring 2011
- Winter 2011
- Fall 2010
- Summer 2010
- Spring 2010
- Winter 2010
- Fall 2009
- Summer 2009
- Spring 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).