Managing for social impact : innovations in responsible enterprise / [edited by] Mary J. Cronin, Tiziana C. Dearing

Includes bibliographical references at the end of each chapters and index

Part I. Introduction. Managing for return on social innovation (ROSI): pillars for sustainable social impact -- Part II. Social justice and sustainable enterprise. A marketplace approach to building and supporting sustainable -- Social purpose organizations -- Social enterprise for economic opportunity at UTEC -- Food with purpose: Dudley Dough and Haley House Bakery Caf©♭ -- Part III. Rethinking corporate social responsibility. From the outside In -- Evolution, innovation, and best practices in corporate social impact -- Transformation through social impact at Whirlpool corporation -- Embedding environmental advocates: EDF Climate Corps -- Stakeholder voices shaping community engagement at b.good -- Part IV. Public-private partnerships to make cities more livable for all. Co-creating more livable cities -- Transforming the urban built environment: The Seattle -- 2030 district as a model for collaborative change -- A community-driven change model in Battle Creek: project 20/20 -- Part V. Investing for scalable social change. Catalyzing social impact investments -- Impact investing at the base of the pyramid: Unitus seed fund -- Part VI. Measuring and reporting on social impact. Measuring success in the development of smart and sustainable cities -- Measuring your company's impact: how to make the most of sustainability reporting frameworks

Available to OhioLINK libraries

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