Fall 2010

Volume 8, Number 4

One of the most difficult things for any entrepreneur to recognize is when the time has come to turn over the reins to someone else. The fall 2010 issue of Stanford Social Innovation Review features an article—“Freeing the Social Entrepreneur”—that explains why it is important for social entrepreneurs to relinquish control. The article goes on to provide a blueprint for the type of leadership team that social entrepreneurs should build, and how it is different from the team that business entrepreneurs create.

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What's Next

Nonprofits & NGOs

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Chris Hughes, Facebook’s cofounder, has created a social media platform called Jumo designed specifically for nonprofits.

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Human Rights

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The Innocence Network, an international collaboration of pro bono legal and investigative organizations, grows rapidly and flexibly.

Case Study


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Big Business Matters

By Judith Samuelson 7

Social intrapreneurs—change agents already working deep within business—are the answer for business’s woes.

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Innovating Public Systems

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With these seven levers, social entrepreneurs can foster change in everything from affordable housing to child welfare to poverty alleviation.


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Nonprofits & NGOs

Buzz Control

By Jessica Ruvinsky 1

Social media is a powerful marketing tool. But how do you control your message once it goes viral and is in the hands of the public?

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The Value of Free

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People are more likely to use products that they pay for, but when it comes to malaria-preventing bed nets in Africa, the opposite holds true.

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Unsoiled Reputations

By Jessica Ruvinsky

Family-owned firms pollute less than nonfamily firms; and that is due to the family values that these firms were founded upon.


True Believers, Power
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Review By Stephen H. Schneider 5

The Climate War: True Believers, Power Brokers, and the Fight to Save the Earth by Eric Pooley


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