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Change lives. Change organizations. Change the world.
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
Good Capital invests in socially responsible Adina.
It’s time to rethink the “C” in CSR. —By Allen L. White
In their efforts to be socially responsible, most companies fail to wield their most powerful tool: lobbying. Yet corporations such as Mary Kay, Royal Dutch Shell, and General Motors are increasingly leveraging their deep pockets, government contacts, and persuasive powers for the cause of good. Not all kinds of socially responsible lobbying are created equal, however. The authors discuss which forms are best for companies and society. —By Kyle Peterson & Marc Pfitzer
The cofounder of online jewelry retailer Brilliant Earth explains how she built her business.
A professor of organizational behavior argues that "human sustainability" may pay off too.
A study of oil rigs shows that a different approach to male-dominated environments can change corporate culture.
Seen as a leader in sustainable business practices, Patagonia tracks every step in the manufacture of its products to be sure there are "no unintended consequences of our actions," says founder Yvon Chouinard.
As Japan shifts from disaster relief to rebuilding, GSB alumni see opportunities for change and renewal.
Corporations that violate human rights not only inflict suffering, but also hurt their bottom line. The authors suggest five principles that corporations can follow to improve their human rights footprint. —By Jenik Radon, Margo Tatgenhorst Drakos, & Tarek Farouk Maassarani
Multinational corporations are in a quandary: Stakeholders are imposing higher standards than ever, but businesses are confused about what their global social responsibilities actually are. —By Gerald F. Davis, Marina V.N. Whitman, & Mayer N. Zald
When scarcity sets in, market forces can lead corporations to adopt green practices.
SSIR Academic Editor Jim Phills spoke with Nike’s Hannah Jones about the sportswear giant’s extensive corporate social responsibility programs.
Many businesses serving lower income communities languish because they can’t raise enough money to fund their growth. To meet their needs, a new breed of private equity investment—development investment capital—has emerged. Although this style of investing is still in its infancy, it’s already showing promise. —By Beth Sirull
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.
Amory Lovins continues his discussion on environmental sustainability through a focus on energy efficiency in transportation. In this University podcast, he presents the business case for lighter, more slippery vehicles and criticizes automobile manufacturers for not fully embracing the radical changes necessary to transform the commercial transportation industry.
Many countries that should be thriving are dragged into poverty and strife by the burden of corruption. The loss goes far beyond the sums that change hands dishonestly; the true price must take the ensuing opportunity costs into account. In this audio lecture, Peter Eigen describes strategies that can be used by companies, governments, and citizens to break the cycle of corruption and lift themselves to more efficient, fair, and honest dealings.
The annual World Social Forum is the centerpiece of an international effort to promote globalization based on peace, sustainability, and solidarity. In this audio lecture, Founder Oded Grajew describes the early planning and growth of WSF, and explains the core ideals that led to positive change and strengthened his belief that a better world is possible.
In nonprofit management, organizations should approach corporations as they would clients and offer tailored marketing operations that serve their needs. That's the advice Nancy Lee delivers in this audio lecture. Speaking to an audience of nonprofit executives during the 2006 Nonprofit Management Institute at Stanford, Lee shares the lessons from 20 years of building nonprofit-corporate partnerships that both serve corporations' objectives and enhance nonprofits' mission delivery.
How do we look after the global public good in a society where globalized businesses aren't subject to international control? In this audio lecture, Peter Eigen explains civil society organizations' role in creating necessary structures and rules to fill the gaps in current global governance. Suggesting cooperation between academic, business, and social actors, Eigen uses Transparency International's policies as examples in the fight against corruption and environmental abuse.
McDonald's has migrated to India, and with it, a commitment to corporate social responsibility. In this university podcast, executive Abhijit Upadhye discusses how the introduction of the "golden arches" into the subcontinent over the past six years has resulted in the creation of local opportunities in the areas of agriculture and food production, storage, and transportation.
How do environmental challenges create growth opportunities, new markets, and innovation? Two Goldman Sachs managers discuss how their investment firm is making the financing of corporate deals contingent upon the incorporation of increasingly stringent environmental criteria.
Dilemmas such as selling other nations scanners that can tell the sex of an unborn child or kerosene heaters without safety features were debated during a discussion with Stanford's Professor David Brady.
Global Management Perspective: According to Tom Mercer, the trip "gets you out of the classroom" and into practical situations. It also "... gives perspective of how to deal with global management."
The trip embodies the goals of the Stanford Graduate School of Business. For Joseph, the global trip "helps me put face and story for my passions."
Environment and the Supply Chain: MBA student Tom Mercer, Class of '07, got a chance to see different views on the supply chain from varied perspectives: the corporate perspective (Starbucks), as well as those of individual coffee farmers.
The trip to Guatemala gave Sarah Garrett, MBA '08, the opportunity to discover where that cup of coffee that she enjoys daily comes from, seeing the whole process from the farmer growing the beans to the final step of getting that cup of coffee from the servers at Starbucks.
For Sarah Garrett, MBA '08, the service learning trip to Guatemala gave her an opportunity to get to know the first year students better, both socially and also in order to share thoughts about their service learning experiences.
MBAs Get Their Hands Dirty and Get Perspective: Tom Mercer, Class of '09, says, "We went out and picked one of the toughest plots out there ... and got our hands dirty. It was really laborious. ... We were told we had each earned about a dollar a day as workers."
There Must Be a Better Way: "We saw their coffee operation. ... Individuals picked through their coffee beans to get the high premium quality beans. ... It made you think: There MUST be a better way," says Tom Mercer, Class of '09, of his experience in Guatemala.
Before opening its first store in India in 1996, McDonald’s spent six years building its supply chain. During that time, the company worked to successfully source as many ingredients as possible from India. However, French fries (“MacFries”) were a particularly tough product to source locally—and importing fries was undesirable for both cost and availability reasons. This case describes McDonald’s India and McCain India’s efforts to optimize the MacFry supply chain by increasing local supply in a fast-growing emerging market using agronomy, farmer relationship development and value chain innovation.
The case discusses Nike’s sustainability and labor practices from 1998 to 2013, focusing on the successful steps Nike took up and down the supply chain and in its headquarters to make its products and processes more environmentally friendly, and the challenges and complexities it was still facing in its efforts to improve labor conditions.
In 2010, REI considered adding photovaltaic solar panels to the roofs of some of its facilities for both financial and environmental considerations. This case discusses the company's experience with solar power generation as well as providing representative assumptions for parameters in the financial analysis.
Environmental stewardship was part of REI's culture and corporate purpose since the company was founded. The corporate social responsibility group, which oversaw the environmental sustainabilityprogram, took the approach that social and financial objectives should not be viewed as a tradeoff and instead would lead to creative and innovative solutions.
The case details the strategic decisions of Nissan's developement of the LEAF, the first mass-produced all-electric car. The case covers the inception and launch of LEAF; the marketing strategy for the case; and an overview of the electric car industry.
The CEO of Gardenburger, a seller of veggie burger products and other food alternatives to meat, considers the company’s advertising strategy. He aims to take the company from the small health-food niche to the consumer mainstream.
This case details the 2006 decision by the United Kingdom to deny coverage for a new form of inhaled insulin. In doing so, it highlights the challenges to innovators in managing conflicts over the costs, benefits, and risks of new technology.
The case discusses U.S. and international accounting guidance regarding the disclosure of contingent and environmental liabilities.
Worldstock, Overstock.com’s socially responsible initiative, which marketed handicrafts produced by developing nation artisans to the United States, was suffering losses. Some stakeholders wondered if Worldstock would be shut down or spun off if the situation did not improve.
The San Diego Padres’ ballpark was the first integrated sports facility/development project ever attempted. While it proved to be a huge success for the Padres, San Diego, and taxpayers, there were many obstacles that had to be overcome.
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?
Although most of the research and public pressure concerning sustainability has been focused on the effects of business and organizational activity on the physical environment, companies and their management practices profoundly affect the human and social environment as well. This article briefly reviews the literature on the direct and indirect effects of organizations and their decisions about people on human health and mortality.
Organization members overestimate the degree to which others share their views on ethical matters. That is, a high level of "betweenness centrality" increases an individual's estimates of agreement with others on ethical issues beyond what is warranted by any actual increase in agreement.
Self-regulation is the private provision of public goods and private redistribution. This paper examines the scope of self-regulation motivated by altruistic moral preferences that are reciprocal and stronger the closer are citizens in a socioeconomic distance.
The article examines environmental issues related to supply chains and supply chain management. Attempts to introduce sustainable practices into supply chains often meet with unexpected financial or environmental costs.
Establishments in better managed firms are significantly less energy intensive. Better managed firms are also significantly more productive. These results suggest that management practices that are associated with improved productivity are also linked to lower greenhouse gas emissions.
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.
Companies that invest in their lowest-level employees are more productive and more profitable.
When disaster strikes somewhere in the world, what kind of leadership, nonprofit management, and supply chain expertise are needed? In this university podcast, Stanford professor of surgery, Paul Auerbach, shares lessons learned from the Stanford Emergency Medicine rapid response team's deployment in Haiti after the January 2010 earthquake. His experiences provide a glimpse in to how relevant groups may prepare themselves to better assist in future global catastrophes.
Since taking over as CEO of Zappos, Tony Hsieh has vowed to do whatever it takes to keep his employees, customers, and vendors happy. He told a business school audience his strategy leads to profits in the end.
In the arena of social enterprise, a California collaboration is creating a high yield. In this university podcast, executives Diane Del Signore and Maisie Greenwalt share how Community Alliance with Family Farmers and Bon Appétit Management Company have partnered to create a local distribution system to get locally grown products into institutional settings. They also talk about efforts to help farmers become more organic.