Articles on social change from the latest edition of SSIR
Volume 13, Number 1
The winter 2015 issue of Stanford Social Innovation Review features a cover story, “The Dawn of System Leadership,” written by noted management and organizational thinker Peter Senge (author of the best-selling book The Fifth Discipline). In the article Senge and his co-authors argue that organizations need a new type of leader, one who can collaborate, build consensus, and foster what they call “collective leadership.”
To solve society's most pressing problems requires a system leader who can catalyze collective leadership. Includes magazine extras.
Well-designed structures of multi-stakeholder collaboration can achieve not just positive impact but long-term, systemic change.
Nonprofit leaders who ask "How do you scale up?" are most likely posing the wrong question.
What business leaders need to know to create successful products and services for the poor in emerging markets.
Amid landing strips and airline terminals, threatened bee species are finding a much-needed new habitat.
A new regulation in Massachusetts aims to direct food waste away from landfills and toward more productive uses.
At two big-city libraries, patrons can check out a new approach to accessing a wide range of digital technology.
Despite their somewhat ominous reputation, drones are proving to have a wide range of beneficial applications.
A novel artistic strategy and a novel ticket-pricing model distinguish Signature Theatre from its counterparts on and off Broadway.
In Colombia, the Center for Social Innovation is exploring how much government can do to facilitate social change.
Single Stop USA provides low-income Americans with a convenient gateway to a wider range of services and benefits.
Social capital has enabled Second Harvest Japan to overcome cultural resistance to its operating model. Includes magazine extras.
To help low-income residents, urban communities need to build up their capacity for using investment capital effectively.
In measured but far-reaching ways, a state-controlled economy is opening a space for socially responsible enterprise.
To be effective, the work of philanthropy should be not just innovative but also cumulative.
Companies with a high profile are more likely to become the focus of anti-sweatshop protests.
What happens when educators transplant successful practices from the charter sector to the public school system?
Social connections help drive protest mobilization—as long as those connections aren't too close.
International food assistance can lead to a spike in the occurrence of armed conflict within a country.
A leading public intellectual, fresh from government service, explores the complexities of cost-benefit analysis.
People tend to avoid reckoning with climate science—for reasons that have little to do with science.
Those who engage in altruistic behavior reap benefits that are significant and measurable, two sociologists argue.
The Mayo Clinic achieves patient care improvements through innovation that is incremental rather than disruptive.
The City of Philadelphia Mural Arts Program has produced more than 3,600 murals throughout the city.
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
- 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).