Summer 2004

Volume 2, Number 1

All too often those involved in creating social innovations, such as carbon trading, and those involved in forging social movements, such as the environmental movement, view one another with distrust or even indifference. The fact is, they both need one another in order to succeed, argues Mayer Zald, author of “Making Change” in the summer 2004 issue of Stanford Social Innovation Review. This lesson must also be learned by foundations, which often shy away from funding grassroots social movements.

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The Working Poor

By David K. Shipler

The working poor are neither helpless nor omnipotent.

Making Change

By Mayer N. Zald

Why does the social sector need social movements?

Money Talk

By John Healy, Paul Brest, Robert Joss, & Michael Klausner

Top foundation leaders reveal how they set payout rates, executive salaries, and trustee compensation.

Why Measure?

By Katie Cunningham & Marc Ricks

Nonprofits use metrics to show that they are efficient. But what if donors don’t care?

Field Report

Scaling the Walls

By Sejal Shah

How a nonprofit spurred the Indian government to help seniors.

Need to Know

By Josh Rolnick

Guerrilla marketing surveys power Urban Peak.

Case Study

Under Pressure

By David Hoyt

Where the charitable response to 9/11 went wrong.



A Fair Wage

By J. Magee

Nonprofit workers earn the same as their for-profit counterparts.

The Outsiders

By Jan Chong

Why some companies donate to charity.

Color Blind

By Abe Nachbaur

Do students learn better from teachers of their own ethnicity?


Review: How to Change the World

Reviewed By Mark R. Kramer

Key social innovators have succeeded against all odds –– and with little financial muscle.


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