It’s a truth, albeit a harsh one, that corporate social responsibility programs are often as much or more about public relations as they are about solving the world’s problems. In the spring 2006 issue of Stanford Social Innovation Review, we hear from several authors with suggestions for “Changing the Game” to make CSR efforts really count, with a particular focus on creating business and nonprofit partnerships that play to the strengths of all the players.
Sidebar to "Crisis Mentality:" some species attract donors more than others.
Sidebar to "Crisis Mentality:" giving for the long term.
Sidebar to "The Hidden Cost of Paradise:" does an organization's size correlate with its effectiveness?
Sidebar to "Changing the Game:" tips for nonprofits when creating a partnership with a company.
Sidebar to "Act on Facts, Not Faith:" encouraging workers to complain leads to more effective organizations.
Sidebar to "Changing the Game:" tips for developing a CSR program.
Sidebar to "The Hidden Cost of Paradise:" The Miwoks were exterminated from Yosemite Valley.
Sidebar to "Act on Facts, Not Faith:" rules to keep in mind when evaluating or developing business ideas.
Indigenous people are being displaced to create wilderness areas, to the detriment of all.
Leading corporations switch from defense to offense in solving global problems.
Why sudden emergencies attract more funds than do chronic conditions, and how nonprofits can change that.
How management can follow medicine's lead and rely on evidence, not on half-truths.
How an all-natural Mexican farming cooperative is improving its community while making a bundle.
A United Way affiliate has boosted fundraising by breaking the rules.
Calvert Community Investment Notes take social investing mainstream.
Business steps in to help overtaxed airports in the wake of natural disasters.
Aiding Africans first requires understanding their cultures.
Baby boomer nonprofit leaders face the future, and it's not us.
Donors don’t know much about capacity building, except that they don’t like the term.
Treating aid recipients like valued customers gives insights into disaster relief.
Exploiting core competencies is only half the story.
Why the U.S. and Europe have such different social spending policies.
The Potential and Limits of Corporate Social Responsibility.
Rockefeller Philanthropy Advisors: advising old foundations & new donors.
