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Designing Your Business Model for Social Impact

By Cathy Clark and J. Gregory Dees From starting-up through scaling, social entrepreneurs are constantly redesigning their business models to increase their financial stability, efficiency and ultimate impact. Building on their global study of social entrepreneurial business models, the authors …

Social Entrepreneurship and Social Enterprise

By Matthew T.A. Nash Few concepts in the social sector have caught on as quickly and have captured the imagination of so many, or have been the subject of such intense debate, as has social entrepreneurship. We need to create …

ChildFinance: Changing an Ecosystem to Achieve Social Impact

By Paul N. Bloom The idea of ChildFinance – offering children access to, and the capability to use, safe financial products and services – emerged from Jeroo Billimoria’s early experiences working with poor families in rural India and with “street” …

Entrepreneurs Foundation

By  James A. Phills and Jennifer Tyler Lee Set during the years surrounding the market crash of 2000, Entrepreneurs Foundation (EF) is a strategy case that discusses a number of challenges facing non-profit managers, including 1) establishing a sustainable and …

Access, Board Size and Inventives in Nonprofit Firms

By Rajesh K. Aggarwal, Mark E. Evans and Dhananjay Nanda We study the relation between board size and managerial incentives in non-profit firms. We present a model where board membership is granted to parties that wish to direct the manager’s …

Putting Nonprofit Business Ventures in Perspective

By J. Gregory Dees In the lead chapter in a “how-to” manual for social enterprise produced by the Yale-Goldman Sachs Foundation Partnership on Nonprofit Ventures, Greg Dees lays out cautionary words about the challenges, costs, and risks associated with nonprofit …

Access, Common Agency, and Board Size

By Rajesh K. Aggarwal and Dhananjay Nanda We study the impact of the size of a firm’s board of directors on managerial incentives and firm performance. We present a model where a risk-averse agent (the top management team) performs multiple tasks …

Nonprofit Geographic Expansion: Branches, Affiliates, or Both?

By Jane Wei-Skillern and Beth Battle Anderson Nonprofit organizations often move into new territories by establishing local branches, affiliates, or a combination of branches and affiliates, resulting in a plural form. This paper presents data from a survey of U.S. …