Additional information
by Mary J. Cronin (Editor), Tiziana C. Dearing (Editor)
This book presents innovative strategies for sustainable, socially responsible enterprise management from leading thinkers in the fields of corporate citizenship, nonprofit management, social entrepreneurship, impact investing, community-based economic development and urban design. The book's integration of research and practitioner perspectives with focused best practice examples offers an in-depth, balanced analysis, providing new insights into the social issues that are most relevant to organizational stakeholders. This integrated focus on sustainable social innovation differentiates the book from academic research monographs on stakeholder theory and practitioner guides to managing traditional Corporate Social Responsibility (CSR) programs.
Managing for Social Impact features 15 contributed chapters written by thought leaders, industry analysts, and managers of global and local organizations who are engaged with innovative models of sustainable social impact. The editors also provide a substantive introductory chapter describing a new strategic framework for enhancing the Return on Social Innovation (ROSI) through four pillars of social change: Open Circles, Focused Purpose Sharing, Mutuality of Success, and a Persistent Change Perspective.
Back Jacket
This book presents innovative strategies for sustainable, socially responsible enterprise management from leading thinkers in the fields of corporate citizenship, nonprofit management, social entrepreneurship, impact investing, community-based economic development and urban design. The book's integration of research and practitioner perspectives with focused best practice examples offers an in-depth, balanced analysis, providing new insights into the social issues that are most relevant to organizational stakeholders. This integrated focus on sustainable social innovation differentiates the book from academic research monographs on stakeholder theory and practitioner guides to managing traditional Corporate Social Responsibility (CSR) programs.
Managing for Social Impact features 15 contributed chapters written by thought leaders, industry analysts, and managers of global and local organizations who are engaged with innovative models of sustainable social impact. The editors also provide a substantive introductory chapter describing a new strategic framework for enhancing the Return on Social Innovation (ROSI) through four pillars of social change: Open Circles, Focused Purpose Sharing, Mutuality of Success, and a Persistent Change Perspective.
Author Biography
Mary J. Cronin focuses her teaching and research on social impact, entrepreneurship and responsible enterprise. She has authored 10 earlier books on innovative technologies including business on the Internet, digital commerce, mobile applications, and smart products. Dr. Cronin received her doctorate at Brown University, where she currently serves on the Advisory Committee for Computing and Information Technology. She is a member of the editorial board of Electronic Markets and has more than 25 years experience in managing and advising technology-intensive organizations as a consultant and board member.
Tiziana C. Dearing teaches in Social Innovation and Leadership, and co-chairs the Center for Social Innovation. She works in social justice and innovation, leadership, philanthropy and nonprofit organizations. Previously, Prof. Dearing was CEO of Boston Rising, a start-up antipoverty fund in Boston, served as the first female president of Catholic Charities of the Archdiocese of Boston, and served as executive director of the Hauser Center for Nonprofit Organizations at Harvard University. She began her career in Fortune 500 management consulting. She has her MPP from Harvard University, and provides commentary in regional and national media outlets.
