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    Social EnterpriseRemove Social Enterprise →

    New research on social enterprise and other nonprofit organizations from Harvard Business School faculty on issues including management strategies, demonstrating effectiveness, and employee motivation.
    ← Page 7 of 128 Results
    • 10 Oct 2000
    • Research & Ideas

    Cross-Sector Collaboration: Lessons from the International Trachoma Initiative

    by Diana Barrett, James Austin & Sheila McCarthy

    Alliances between for-profit and nonprofit organizations are evolving from arms-length relationships into strategic partnerships. A study of the collaboration between the Clark Foundation and Pfizer, Inc. reveals what it takes to make them work. Closed for comment; 0 Comments.

    • 18 Sep 2000
    • Research & Ideas

    Getting It Done: Improving Nonprofit Performance

    by James E. Aisner

    The disorderliness and complexity of the existing philanthropic environment distract nonprofit management, says HBS Professor Allen Grossman, shifting focus away from organizational performance and putting nonprofits at a competitive disadvantage. Closed for comment; 0 Comments.

    • 21 Aug 2000
    • Research & Ideas

    From Emerging Economies to the Global Market: The Case of Embraer

    by Martha Lagace

    Closed for comment; 0 Comments.

    • 20 Mar 2000
    • Research & Ideas

    No Place Like Home: America’s Housing Crisis and Its Impact on Business

    by Garry Emmons

    Affordable housing is a bottom-line issue, one that American business ignores at its own peril. New research and initiatives of HBS Professors William J. Poorvu and Michael A. Wheeler and others show why business needs to take a more provocative stance to assure that moderate- and low- income workers can afford to live near where they work. Closed for comment; 0 Comments.

    • 22 Feb 2000
    • Research & Ideas

    Social Capital Markets: Creating Value in the Nonprofit World

    by Anne Kavanagh

    Money given away to nonprofit organizations used to be considered "charity." No longer. Donations to nonprofits are increasingly viewed as capital investments of precious resources. HBS faculty members Jed Emerson and Allen Grossman have launched an interdisciplinary effort to study and understand these "Social Capital Markets." Closed for comment; 0 Comments.

    • 25 Jan 2000
    • Research & Ideas

    Strategic Alliances

    by Nancy O. Perry

    Businesses and nonprofit organizations are joining together in alliances to create value for themselves and society that far surpass the sum of their parts. HBS Professor James Austin studies these new alliances and sees mutual benefits and a new business-nonprofit relationship emerging. Closed for comment; 0 Comments.

    • 14 Dec 1999
    • Research & Ideas

    From Spare Change to Real Change: The Social Sector as a Beta Site for Business Innovation

    by Rosabeth Moss Kanter

    U.S. companies have too often viewed the social sector as a dumping ground for their spare cash, obsolete equipment, and tired executives, but that mind-set, says HBS Professor Rosabeth Moss Kanter, has hardly created lasting change. In this excerpt from an article in the Harvard Business Review, she issues a call for corporate social innovation, an approach, says Kanter, that's more R&D than it is charity. Closed for comment; 0 Comments.

    • 23 Nov 1999
    • Research & Ideas

    Bringing the Environment Down to Earth

    by Forest Reinhardt

    Does it pay to be green? When it comes to questions about business and the environment, says HBS Professor Forest L. Reinhardt, there are no simple yes-or-no answers. In this excerpt from his article in the Harvard Business Review, Reinhardt stresses the importance of applying traditional business principles to environmental issues. Closed for comment; 0 Comments.

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