Resources

Strategic Philanthropy and Social Capital Markets

Select Books and Chapters

Michael E. Porter and Michael R. Kramer. “Corporate Philanthropy: Taking the High Ground.” In The Accountable Corporation. Vol. 2, edited by Marc J. Epstein and Kirk O. Hanson. Westport, CT: Praeger Publishers, 2005.

Select Articles and Working Papers

Bill Bradley, Paul Jansen, and Les Silverman. “The Nonprofit Sector’s $100 Billion Opportunity,” Harvard Business Review (May 2003).
Christine W. Letts, William Ryan, and Allen Grossman. “Virtuous Capital: What Foundations Can Learn from Venture Capitalists,” Harvard Business Review (March-April 1997).
Christopher Marquis. “The Geography of Corporate Giving,” HBS Working Knowledge (November 21, 2005).
Michael E. Porter and Mark R. Kramer. “The Competitive Advantage of Corporate Philanthropy,” Harvard Business Review (December 2002).
Michael E. Porter and Mark R. Kramer. “Philanthropy’s New Agenda: Creating Value,” Harvard Business Review (November-December 1999).

Search HBS Working Knowledge for cutting-edge research by HBS faculty related to strategic philanthropy and social capital markets.

Search Harvard Business School’s faculty publications and research interest databases on strategic philanthropy and social capital markets.

Select Cases and Notes

“The Dana–Farber Cancer Institute: Development Strategy” (9-599-104)
V. Kasturi Rangan and Marie Bell
“EMCF: A New Approach at an Old Foundation” (9-302-090)
Allen Grossman and Daniel F. Curran
“The Energy Foundation” (9-308-078)
Jane Wei-Skillern and Alison Berkley Wagonfeld
“The Omidyar–Tufts Microfinance Fund: Striving to Reshape the Social Enterprise Capital Markets” (9-307-078)
Michael Chu and Jean Steege Hazell
“Peninsula Community Foundation” (9-304-015)
James E. Austin, Jane Wei–Skillern, and Alison Berkley Wagonfeld
“Vertex Pharmaceuticals and the Cystic Fibrosis Foundation: Venture Philanthropy Funding for Biotech ” (9-808-005)
Robert F. Higgins, Brent Kazan, and Sophie LaMontagne

Search Harvard Business School Publishing for articles and cases on strategic philanthropy and social capital markets.

Related Events

“Perspectives from the Field: Foundations and Philanthropy”. A panel discussion moderated by HBS Associate Professor Alnoor Ebrahim, as part of the HBS Industry Week Alumni Panels series (October 30, 2007).

“Pathways to Impact – Leveraging Contributions of Time and Money”. An alumni panel discussion at the 2007 HBS Social Enterprise Alumni Association Conference, “The Social Sector (R)evolution” (March 3, 2007).

MBA Courses

Leading and Governing High Performing Nonprofit Organizations (Fall and Winter Term)
Professor Allen Grossman; Associate Professor Alnoor Ebrahim
A large number of HBS graduates will engage in the nonprofit sector during their lifetimes. Leading and Governing High Performing Nonprofit Organizations (LGN) is designed to help students become highly effective nonprofit professional managers and/or board members. This course will offer an in–depth exploration of how to create, build and sustain high performing nonprofit organizations. Many for–profit leadership and management skills can be successfully adapted to nonprofit organizations; however, because the differences between the sectors are often greater than their similarities, the process can be daunting. Moreover, many for–profit concepts and frameworks do not transfer; therefore, new approaches must be developed for the complex nonprofit operating environment. LGN will identify, analyze and integrate the concepts and frameworks that nonprofit organizations need for outstanding performance.