I am spending 8 weeks in Ascuncion, Paraguay, working on a start-up called Elevate Academy. The goal of the company is to elevate the world by bringing business and leadership training to micro-entrepreneurs across the developing world.
According to new research from Stanford Graduate School of Business, awe makes people feel as though they have more available time. A sense of more time, the study shows, translates to a greater willingness to volunteer for a charity.
Ken Saxon, MBA ’88 and the Founder of Leading From Within, an organization dedicated to the self-renewal of leaders in the social sector, says, “When it comes to motivation on the job, people who choose to work in the social sector start out with a clear advantage. They benefit from a natural energy source —passion and a sense of mission about their work.“ But how do social sector leaders sustain their motivation, commitment, and passion over the long haul?
The Center for Social Innovation is proud to announce the selection of the next class of Stanford Management Internship Fund (SMIF) Fellows who will hit the ground working for social enterprises, nonprofits and government agencies from the Bay Area to Bhutan!
This quarter we look at whether people are more naturally self-interested or cooperative, and what role self-reflection has is in pushing people in one direction or another. In a recent study published in Nature, investigators find that cooperative impulses are natural and automatic because they are developed in daily life where cooperation is typically advantageous. However, reflection can undermine these impulses.
New research by my colleague Professor Hau Lee and his team at the Stanford Value Chain Innovation Initiative shows that despite popular belief, responsible supply chain practices are associated with lower operating costs and improved overall performance. Surprising? Companies that reap the most benefits share three counter-intuitive best practices.
Choosing a social enterprise board is like starting a family. Unlike the unpredictability of life, you can control most variables, including the developmental stage of the child, how well you get along with the in-laws, and the financial situation you step into. As experienced board members from the Stanford community gathered for CSI’s Nonprofit Board Governance Institute last month, we asked a number of them to share their advice for choosing a first time board. I have summarized their collective wisdom and guidance.
Unlike 10 years ago, I’ve noticed a bias against setting up as a nonprofit among many of our budding social entrepreneurs. But we all know of powerhouse nonprofit organizations that do amazing work. Is nonprofit passé or overlooked? I decided to bring the expertise and experience of members of our community, both faculty and alumni, to bear on that question.
Professor Frank Flynn looks at the difference between “happiness” and “meaning” in life –– and how these two concepts relate to being prosocial.
After almost ten years at Stanford’s Center for Social Innovation, I am moving on to serve as the Chief Executive Officer of Tides, a robust platform to drive social change and innovation through grant making, social venture management services, advisory services, and advocacy. When I first arrived at CSI, the construction of “social innovation” hardly existed; the concept had no clear audience and the field was in its infancy. As I look back, there are three key trends that have been pivotal in shaping the field we see today.