What happens when hippies, radicals, and activists enter the corporate mainstream? When committed idealists take corporate jobs but refuse to give up their passionately held desire to changing the world, the results can be surprising for everyone. In “The Tempered Radicals,” from the fall 2004 issue of Stanford Social Innovation Review, Debra E. Meyerson provides a powerful profile of the activist on the inside.
How savvy social entrepreneurs seized on a tax loophole to raise billions of corporate dollars for affordable housing.
Like many nonprofits, the Oakland Symphony failed to understand the distinction between mission and strategy.
How employees push their companies – little by little – to be more socially responsible.
In an era of declining resources, nonprofits need to clarify their intended impact.
Tiffany and Co. moves to get African “conflict diamonds” out of its stores.
Lessons on neighborhood cooperation from a neighborhood torn apart.
Teaching inner-city kids business skills to build their confidence and aspirations.
A California mayor’s challenge leads to an innovative resource-pooling strategy.
Two Chicago nonprofit job training programs find strength and stability in a merger.
Retiring baby boomers are dying to retool their professional skills to help society. How can society help them do so?
Surviving -- and even thriving -- after a change in leadership.
Tight budgets and a lack of technical know-how are keeping nonprofits off the web.
Foundations should do their own media outreach.
The authors offer an inside view of corporate social responsibility at work.
Waller offers an intimate exposé of crime and drugs in the inner city.
Interview with Seattle Times journalist Cheryl Phillips.
