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Change lives. Change organizations. Change the world.
What Do Your Jeans and Your Car Have in Common?
Did you know that making a pair of Levi 501 jeans, from cotton seed to finished garment, uses 54 showers' worth of water and produces the same amount of greenhouse gas as driving your car 78 miles? Neither did Levi Strauss & Co. - until they conducted an environmental impact assessment on their goods speakers told the fourth annual Socially and Environmentally Responsible Supply Chains Conference.
The LEED system is the platinum standard for green building certification, and its parent organization, the United States Green Building Council (USGBC), is one of the fastest growing nonprofits in America. Here’s how the USGBC maintains its strict standards while responding to diverse members in an evolving field
Manufacturing growth doesn’t harm the environment—it helps
Volkswagen plays with virtue
Social responsibility is now a business imperative, says Carter Roberts, CEO of the World Wildlife Fund. "Companies still thinking about the environment as a social responsibility rather than a business imperative are living in the dark ages,” he told an audience at the Business School’s annual von Gugelberg Memorial Environmental Lecture.
Businesses can provide a source for massive social change, Nike VP Hannah Jones told a day-long conference. Finding solutions to social or environmental problems should be viewed as a business opportunity.
Hewlett-Packard is finding that taking responsibility for reducing the negative impacts on the environment of its entire supply chain is "proving right for the bottom line of our company and clients." An HP executive shared the company's progress at a conference on building environmentally sustainable and socially responsible supply chain networks.
Consumers can wield great influence over working conditions under which goods are manufactured, Professor Huggy Rao told a Stanford audience. “You’ve got to influence consumers so they’re willing to pay more,” he said.
The Nike Foundation has zeroed in on a pressing need, says Maria Eitel, who heads the organization: The plight of 500 million girls in many of the world's most impoverished countries who are cut off from taking part in their nations' economies.
The B Corp seal of approval distinguishes truly responsible businesses from mere poseurs. —By Jenna Lawrence
Pepsi has enrolled more than 27,000 of its U.S. employees in the Wireless AMBER Alert Program.
National Instrument’s partnerships not only energize science education, but also boost the company’s brand and employee morale. —By Abby Rubin
Market solutions to poverty, which include services and products targeting consumers at the “bottom of the pyramid,” portray poor people as creative entrepreneurs and discerning consumers. Yet this rosy view of poverty-stricken people is not only wrong, but also harmful. —By Aneel Karnani
The more a business focuses on it’s social mission, the more revenue it will generate.
Nonprofits need to think seriously about helping their employees’ with post-work survival.
The author warns that selling a company or organization should not mean selling out as social missions will prove to contribute to long term success.
Good Capital invests in socially responsible Adina.
BB&T decides to help with the bailout of the financial market.
Vyomesh Joshi, an executive vice president at Hewlett-Packard, talks about how HP is integrating social and environmental responsibility into its bottom line.
How did Patagonia make the transition to using 100-percent organic cotton in its product line? Randy Harward discusses the challenges surrounding internal support, raw materials, and affordability as Patagonia greens its supply chain.
Will Rogers, president of Trust for Public Land, discusses strategies for sustainable land use in a context where the boundaries that separate land conservation from public health, housing, economic development, transit, energy-use policies, and urban design are rapidly blurring. Amory Lovins, chairman and chief scientist, Rocky Mountain Institute, which fosters the efficient and restorative use of resources to make the world secure, just, profitable, and life-sustaining, discusses issues in his book, Winning the Oil Endgame: Innovation for Profit, Jobs, and Security.
Community foundations have become an increasingly common outlet for charitable giving in the United States. In this panel discussion, led by Julie Juergens, the director of the Center for Social Innovation, community foundation leaders discuss innovative models for foundations as well as challenges faced by this sector.
Corporations are beginning to recognize environmental stewardship as an essential part of corporate social responsibility. This panel discussion explores some of the leading corporate initiatives toward environmental sustainability.
For Nike, corporate social responsibility has become a business driver rather than an obligation. In this university podcast, Nike's director of global logistics, Dawn Vance, talks about how the company is integrating performance, innovation, and sustainability throughout the entire supply chain. She also shares new efforts to provide a "closed loop" business model in which products can be reclaimed and reused at the end of their functional life.
In Africa, GlaxoSmithKline had to determine how to address the AIDS crisis while maintaining business viability. The case details the interventions of Stanford business alumnus Jean-Pierre Garnier to set the public tone for the company and its worldwide operations.
This case describes events with Peruvian intelligence chief Vladimiro Montesinos, his network, and his interventions in affairs of the Newmont Mining Corporation. It provides an inside view of how business gets done where the rule of law is subordinated to political influence.
These notes discuss the AIDS epidemic including history, treatment, drug pricing, and economics.
As the Cisco Foundation, an outgrowth of Cisco Systems, moves beyond its start-up phase, the director of corporate philanthropy wants to assess the philanthropic program’s results. She hopes to evaluate whether the Foundation effectively drew on the company’s core strengths, and whether costs to shareholders had yielded benefits to Cisco and its grantees.
The U.S. energy company AES is in the process of entering the Nigerian market through the acquisition of a controlling equity interest in a power generator project. How does AES juggle its core values and company culture in entering this new environment?
A massive South African mining conglomerate was debating how to confront the ravages of HIV/AIDS on the workforce. It considered challenges associated with launching an antiretroviral program.
In 1998, the chief executive of Mobil in Indonesia considered how he should respond to allegations that Mobil had been complicit in human rights abuses. The cases reflect on the challenges of managing operations in a place like Aceh.
In an unprecedented move in 1998, Blue Cross of California filed a citizen petition to switch three drugs to over-the-counter status. When the FDA approved, the pharmaceutical companies faced the challenge of developing a strategy for dealing with the threat.
Jack Sheaffer had a unique wastewater treatment system that produced no organic sludge, no odor, and was cheaper than conventional systems. He wanted a business plan that would insulate him from marketplace shocks and found it with the BOOM program of build, own, operate, and maintain.
International Paper has engaged in a plan to lease hunting and camping opportunities on its lands. It now must provide support for environmental management programs in the face of declining demand for hunting areas and increased demand for environmentally friendly forest products.
Serrot, the plastics linings company, was moving into new markets. The founder faced management challenges associated with this transition, including labor and union issues.
In 2002, Wal-Mart came under attack for its inadequate pay and benefits, and its negative impact on local economies. This case examines the steps the company took to improve its image.
David Dodson started the septic company Green River Environmental after mixed results in his previous entrepreneurial ventures. This case tracks three difficult mangerial situations Dodson faced during his tenure as CEO and chairman of the company.
In 2002, Wal-Mart came under attack for its inadequate pay and benefits, and its negative impact on local economies. This case examines the issues involved.
From specification to production: FedEx and Environmental Defense started a collaboration in 2000 to develop energy efficient delivery trucks. Eaton Corporation and Freightliner soon joined them to prototype the new vehicles.
This paper focuses on private politics, activist strategies, and nonmarket strategies of target organizations of NGO activism. A formal theory of an encounter between an activist organization and a target is presented to examine strategies for lessening the chance of being a target and for addressing an activist challenge once it has occurred.
The 2005 G8 debt relief plan certainly sounds generous, but researchers caution it is unlikely to result in large benefits for struggling countries.
A survey of more than 800 MBAs from 11 leading North American and European schools found a substantial number were willing to forgo some financial benefits to work for an organization with a better reputation for corporate social responsibility and ethics.
This course uses novels and plays as a basis for examining the moral and spiritual aspects of business leadership and of the business environment. The literature covered illuminates the character of business people and the cultural contexts of values and beliefs in which commercial activities take place in a global economy.
Understanding the processes of power and influence in organizations is critical for leaders. This course aims to teach students how to to diagnose and analyze power and politics in organizational situations, show students how to exercise power effectively, and help students come to terms with the inherent dilemmas and choices involved in developing and exercising influence.
This course examines the concept of principled leadership and the various ways leaders try to institutionalize values within their organizations. Through assigned readings, interactive lectures with visiting executives, and weekly small group discussions, students learn how leaders implement their principles, and reflect on their own values and career aspirations.
This course focuses on the bioscience industry (biotechnology, pharmaceutical, medical device, genomics, and vaccine). The emphasis is on the ethical and social challenges of running companies in these areas.
Jeremy Sokulsky is working with government land managers, environmental regulators and private conservation investors to restore Lake Tahoe clarity.
Dave DeForest-Stalls wants to help kids stay out of gangs. He's providing mentorship and hip ways to keep youth on the straight and narrow.
Court Gould is pushing for Pittsburgh to grow sustainably. He's working hard to inform decision makers about to accomplish that most effectively.
Ruth Bolan is giving voice to indigenous peoples of the Pacific Island. She funds documentaries that bring their culture and challenges to millions of viewers.
Daniel Grossman's Wild Planet creates toys that parents love as much as kids. His aim is to inspire learning and inventiveness.
Executives from 10 major corporations gathered in New York City to discuss the innovative ways that they are putting societal issues at the core of their companies’ strategy and operations.
As Japan shifts from disaster relief to rebuilding, GSB alumni see opportunities for change and renewal.
The Grameen Foundation’s Bankers Without Borders initiative applies skills-based volunteering to poverty alleviation.
Venture into a Panera Cares café and you’ll see the same menu and racks of freshly baked breads that are staples at the 1,400 Panera Bread restaurants across the United States. The only thing missing is the cash register. Instead, there’s a donation box where customers pay on the honor system.
Unless clean tech follows well-established rules of innovation and commercialization, the industry’s promise to provide sustainable sources of energy will fail.