NonProfit Quarterly

MARCH 29, 2023

Facing this crisis, new social economy movements emerged in Korea, not only as an immediate response to the neoliberal economic crisis, but also as a visionary long-term alternative for building a different kind of economy. 2 Self-sufficiency enterprises predated the crisis. percent in October 1997 to 7.6 percent by July 1998.

Public and Social Policy 96

Public and Social Policy Social Enterprise Social Enterprise Governance 96

Stanford Social Innovation Review

NOVEMBER 17, 2022

Last year, our social impact startup hit a milestone that eludes 96 percent of female founders: we hit one million dollars in revenue. We know that for social entrepreneurs trying to solve global challenges, the system is rigged. Underneath every accomplishment lies a profoundly broken funding landscape for social innovation.

Public and Social Policy 119

Public and Social Policy Social Enterprise Social Enterprise Non-Profits 119

Stanford Social Innovation Review

MARCH 4, 2024

But putting unchecked development in the hands of (primarily) male tech executives who espouse a particular Silicon Valley ethos oriented toward profit and dominance above all else, will only intensify threats to our social systems and vulnerable communities. We need a new roadmap.

Governance 142

Governance Civil Society Public and Social Policy Ethics 142

Stanford Social Innovation Review

MARCH 29, 2023

By Lisa Nutter & Tim Freudlich The simple physics equation, momentum = mass x velocity, tells us that momentum is a value we can control. With community-based leaders as a full part of the equation, is it possible to generate enough mass and velocity to equal the momentum needed to solve entrenched social and economic problems?

Nonprofit governance and management 119

Nonprofit governance and management Public and Social Policy Public and Nonprofit Management Community Development 119

Stanford Social Innovation Review

OCTOBER 24, 2022

Businesses—in their myriad roles as employers, suppliers, and investors—need to lean into end-to-end sustainability by taking actions that improve not only the environment but also livelihoods, particularly among vulnerable communities in their value chains. Companies can also look beyond their own walls for innovative ideas.

Health 122

Health Public and Social Policy Environmental Governance 122

Stanford Social Innovation Review

SEPTEMBER 7, 2023

If environmental outcomes can become assets, why can’t social outcomes? Social impact, totaling $72.05 trillion in terms of government social spend, philanthropy, and S-themed ESG assets under management could be considered the world’s largest financial market today.

Marketing 116

Marketing Marketing Public and Social Policy Governance 116

Stanford Social Innovation Review

MARCH 23, 2023

What little optimism remains to tackle such complex challenges is mostly placed in supranational schemes, such as the COP climate change conferences, or transformational national policy, such as the Green New Deal in the US. ” Scaling up social innovation takes time, but there are also varying ways it can be done.

Civil Society 119

Civil Society Public and Social Policy Construction Governance 119