Talk the Walk: Measuring the Impact of Strategic Philanthropy

This empirical study examines how strategic philanthropy is operationalized in over 500 firms listed on the Dow Jones Sustainability Index (DJSI). Drawing on institutional, legitimacy, and accounting theories, it investigates the measurement of philanthropic impact across dimensions like society, business outcomes, and reputation. The study finds that between 62% and 76% of DJSI firms measure some form of impact, with increasing trends over time. Larger firms, those with higher philanthropic expenditures, and those in the financial sector or from Europe and North America are more likely to engage in robust impact measurement.

Social'Justice'Philanthropy'

This foundational paper outlines the core principles, motivations, and practices of social justice philanthropy. It differentiates this approach from traditional philanthropy by emphasizing root cause interventions, deep community engagement, power redistribution, and a commitment to systemic change. The paper serves as a guide for philanthropic organizations seeking to align their efforts with true social justice principles, promoting equity and empowering marginalized communities through their grantmaking and strategic initiatives.

Social movements and philanthropy: How foundations can support movement building

This article examines the evolving role of philanthropic foundations in supporting social movements. Masters and Osborn contend that traditional grantmaking models often fall short in fostering sustained, transformative change. They advocate for long-term commitments, flexible funding, and genuine engagement with movement leaders. Through case studies, they illustrate how foundations can effectively shift power and build organizational capacity in alignment with grassroots efforts, emphasizing the need for philanthropic investments in movement infrastructure.

Social Justice Philanthropy An Initial Framework for Positioning This Work

This framework provides a conceptual foundation for social justice philanthropy, outlining guiding principles, inherent tensions, and unresolved issues. The authors acknowledge diverse interpretations of justice and urge funders to clearly articulate their purpose, values, and strategies when engaging in this work. It aims to help philanthropic organizations understand and navigate the complexities of supporting social justice initiatives effectively, promoting greater clarity and intentionality in their grantmaking and strategic positioning.

Social Innovation, Inc.: 5 strategies for driving business growth through social change

This book outlines five strategies for businesses to integrate social innovation into their core operations, aiming to drive growth and competitive advantage. Through diverse case studies like IBM’s CSR initiatives and the Grameen Bank, the author demonstrates how creating shared value can align commercial success with societal impact. The book advocates for strategic design, robust stakeholder engagement, diligent measurement, effective scaling, and adaptive learning as critical components for embedding social innovation within business models.

Small change: Why business won't save the world

Michael Edwards critiques the pervasive belief that corporate social responsibility and social enterprise alone can solve global social issues. He argues that while business can contribute, profound and lasting change necessitates systemic reform, robust public policy, and active democratic movements. Edwards emphasizes that market-driven charity often falls short, advocating instead for increased citizen action and greater accountability of global systems. The book serves as a reminder that complex societal problems require comprehensive, structural solutions beyond commercial philanthropy.

Managing philanthropy after the downturn: what is ahead for social investment?

This academic article, presented at the Asia Pacific Philanthropy Consortium National conference, discusses the management of philanthropy in the Asia Pacific region. It likely covers the unique characteristics, challenges, and opportunities of the philanthropic landscape in this diverse geographical area. The author may address topics such as legal frameworks, cultural influences on giving, strategies for effective grant-making, and the role of various philanthropic actors in promoting social development across Asia Pacific nations.

Islamic venture philanthropy: A tool for sustainable community development

This research proposes Islamic venture philanthropy as a tool for sustainable community development, interpreting Islamic philanthropic practices like zakat, waqf, and sadaqah through conventional venture philanthropy models. It suggests tailoring financing mechanisms, including professional financial advice, to build strong communities. Despite an estimated annual philanthropic giving of USD 250 billion to 1 trillion in Muslim communities, concerns exist regarding mismanagement. The paper advocates for the effective application and execution of these funds to foster sustainable social impact and enhance community welfare.

Is business discourse colonizing philanthropy? A critical discourse analysis of (PRODUCT) RED

Employing critical discourse analysis, this study interrogates how corporate language and branding strategies shape philanthropic campaigns, using (PRODUCT) RED as a case study. It argues that business discourse—focusing on branding, metrics, and consumer engagement—can overshadow social justice narratives, reframing charity as marketplace transactions. The authors reflect on implications for accountability, public perception, and the autonomy of nonprofit agendas.

Institutional antecedents of partnering for social change: How institutional logics shape cross-sector social partnerships

This article explores how institutional logics influence the formation and management of cross-sector social partnerships (CSSPs) aimed at addressing complex social problems. It proposes a theoretical framework identifying four CSSP styles based on dominant institutional orientations and coherence within a field. The paper argues that successful partnerships require aligning intervention models and leadership styles with prevailing institutional logics, emphasizing either business soundness or social value, to achieve social change effectively.
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