A shift in the language used to describe and report social impact reflects the influence of an elite group of financial professionals.
During a critical period in its history, Greenpeace restructured its organization in order to leverage gains made at a local level.
When a for-profit company partners with an NGO, it must carefully manage employees’ adjustment to a new organizational context.
The demographic profile of Airbnb users doesn’t quite reflect the egalitarian goals of the “sharing economy.”
By pursuing approaches to philanthropy that convey sincerity, companies can reap financial as well as reputational benefits.
People who rise within a hierarchy often develop qualities that make it hard for them work together in groups.
In a hybrid organization, the trade-offs between social and commercial goals are real—and they require careful management.
The response by US foundations to federal welfare reform in the 1990s illuminates their role in policy development.
In campaigns to promote human rights, messages that highlight the experience of specific victims tend to be most effective.
For students who attended one high-profile charter school, going there has resulted in lasting benefits—academically and otherwise.