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Social Enterprise

Social Enterprise

    • April 2013
    • Article

    Who Is Governing Whom? Executives, Governance, and the Structure of Generosity in Large U.S. Firms

    By: Christopher Marquis and Matthew Lee

    We examine how organizational structure influences strategies over which corporate leaders have significant discretion. Corporate philanthropy is our setting to study how a differentiated structural element—the corporate foundation—constrains the influence of individual senior managers and directors on corporate strategy. Our analysis of Fortune 500 firms from 1996 to 2006 shows that leader characteristics at both the senior management and director levels affect corporate philanthropic contributions. We also find that organizational structure constrains the philanthropic influence of board members but not of senior managers, a result that is contrary to what existing theory would predict. We discuss how these findings advance understanding of how organizational structure and corporate leadership interact and of how organizations can more effectively realize the strategic value of corporate social responsibility activities.

    • April 2013
    • Article

    Who Is Governing Whom? Executives, Governance, and the Structure of Generosity in Large U.S. Firms

    By: Christopher Marquis and Matthew Lee

    We examine how organizational structure influences strategies over which corporate leaders have significant discretion. Corporate philanthropy is our setting to study how a differentiated structural element—the corporate foundation—constrains the influence of individual senior managers and directors on corporate strategy. Our analysis of Fortune...

    • Article

    Corporate Social Responsibility and Access to Finance

    By: Beiting Cheng, Ioannis Ioannou and George Serafeim

    In this paper, we investigate whether superior performance on corporate social responsibility (CSR) strategies leads to better access to finance. We hypothesize that better access to finance can be attributed to a) reduced agency costs due to enhanced stakeholder engagement and b) reduced informational asymmetry due to increased transparency. Using a large cross-section of firms, we find that firms with better CSR performance face significantly lower capital constraints. Moreover, we provide evidence that both of the hypothesized mechanisms, better stakeholder engagement and transparency around CSR performance, are important in reducing capital constraints. The results are further confirmed using an instrumental variables and a simultaneous equations approach. Finally, we show that the relation is driven by both the social and the environmental dimension of CSR.

    • Article

    Corporate Social Responsibility and Access to Finance

    By: Beiting Cheng, Ioannis Ioannou and George Serafeim

    In this paper, we investigate whether superior performance on corporate social responsibility (CSR) strategies leads to better access to finance. We hypothesize that better access to finance can be attributed to a) reduced agency costs due to enhanced stakeholder engagement and b) reduced informational asymmetry due to increased transparency....

    • Spring 2014
    • Article

    What Impact? A Framework for Measuring the Scale & Scope of Social Performance

    By: Alnoor Ebrahim and V. Kasturi Rangan

    Organizations with social missions, such as nonprofits and social enterprises, are under growing pressure to demonstrate their impacts on pressing societal problems such as global poverty. This article draws on several cases to build a performance assessment framework premised on an organization's operational mission, scale, and scope. Not all organizations should measure their long-term impact, defined as lasting changes in the lives of people and their societies. Rather, some organizations would be better off measuring shorter-term outputs or individual outcomes. Funders such as foundations and impact investors are better positioned to measure systemic impacts.

    • Spring 2014
    • Article

    What Impact? A Framework for Measuring the Scale & Scope of Social Performance

    By: Alnoor Ebrahim and V. Kasturi Rangan

    Organizations with social missions, such as nonprofits and social enterprises, are under growing pressure to demonstrate their impacts on pressing societal problems such as global poverty. This article draws on several cases to build a performance assessment framework premised on an organization's operational mission, scale, and scope. Not all...

    • July–August 2014
    • Article

    Sustainability in the Boardroom: Lessons from Nike's Playbook

    By: Lynn S. Paine

    One surprising role of Nike's corporate responsibility committee is to provide support for innovation. More and more companies recognize the importance of corporate responsibility to their long-term success—and yet the matter gets short shrift in most boardrooms, consistently ranking at the bottom of some two dozen possible priorities. Many years ago labor conditions in Asian contract factories prompted Nike board member Jill Ker Conway to lobby for a board-level corporate responsibility committee, which the company created in 2001. In the years since, the committee has steadily broadened its purview, now advising on a broad range of issues including innovation and acquisitions in addition to labor practices and resource sustainability. A close examination of Nike's experience has led the author to conclude that a dedicated board-level committee of this sort could be a valuable addition to many if not most companies in at least five ways: as a source of knowledge and expertise, as a sounding board and constructive critic, as a driver of accountability, as a stimulus for innovation, and as a resource for the full board. In an accompanying interview with Paine, Conway discusses the committee's creation and provides an insider's perspective on what has made it so effective.

    • July–August 2014
    • Article

    Sustainability in the Boardroom: Lessons from Nike's Playbook

    By: Lynn S. Paine

    One surprising role of Nike's corporate responsibility committee is to provide support for innovation. More and more companies recognize the importance of corporate responsibility to their long-term success—and yet the matter gets short shrift in most boardrooms, consistently ranking at the bottom of some two dozen possible priorities. Many years...

    • 2014
    • Article

    Corporate Social Responsibility Reporting in China: Symbol or Substance?

    By: Christopher Marquis and Cuili Qian

    This study focuses on how and why firms strategically respond to government signals regarding appropriate corporate activity. We integrate institutional theory and research on corporate political strategy to develop a political dependence model that explains (a) how different types of dependency on the government lead firms to issue corporate social responsibility (CSR) reports and (b) how the risk of governmental monitoring affects the extent to which CSR reports are symbolic or substantive. First, we examine how firm characteristics reflecting dependence on the government—including private versus state ownership, executives serving on political councils, political legacy, and financial resources—affect the likelihood of firms issuing CSR reports. Second, we focus on the symbolic nature of CSR reporting and how variance in the risk of government monitoring through channels such as bureaucratic embeddedness and local government institutional development influences the extent to which CSR communications are symbolically decoupled from substantive CSR activities. Our database includes all CSR reports issued by the approximately 1,600 publicly listed Chinese firms between 2006 and 2009. Our hypotheses are generally supported. The political perspective we develop contributes to organizational theory by showing (a) the importance of government signaling as a mechanism of political influence, (b) how different types of dependency on the government expose firms to different types of legitimacy pressures, and (c) that firms face a decoupling risk that leads them to be more likely to enact substantive actions in situations where they are likely to be monitored.

    • 2014
    • Article

    Corporate Social Responsibility Reporting in China: Symbol or Substance?

    By: Christopher Marquis and Cuili Qian

    This study focuses on how and why firms strategically respond to government signals regarding appropriate corporate activity. We integrate institutional theory and research on corporate political strategy to develop a political dependence model that explains (a) how different types of dependency on the government lead firms to issue corporate...

    • 2014
    • Working Paper

    The Role of the Corporation in Society: An Alternative View and Opportunities for Future Research

    By: George Serafeim

    A long-standing ideology in business education has been that a corporation is run for the sole interest of its shareholders. I present an alternative view where increasing concentration of economic activity and power in the world's largest corporations, the Global 1000, has opened the way for managers to consider the interests of a broader set of stakeholders rather than only shareholders. Having documented that this alternative view better fits actual corporate conduct, I discuss opportunities for future research. Specifically, I call for research on the materiality of environmental and social issues for the future financial performance of corporations, the design of incentive and control systems to guide strategy execution, corporate reporting, and the role of investors in this new paradigm.

    • 2014
    • Working Paper

    The Role of the Corporation in Society: An Alternative View and Opportunities for Future Research

    By: George Serafeim

    A long-standing ideology in business education has been that a corporation is run for the sole interest of its shareholders. I present an alternative view where increasing concentration of economic activity and power in the world's largest corporations, the Global 1000, has opened the way for managers to consider the interests of a broader set of...

Initiatives & Projects

The Social Enterprise Initiative, Business & Environment Initiative, and Health Care Initiative apply innovative business practices and managerial disciplines to drive sustained, high-impact social change.
Social Enterprise
Business & Environment
Health Care

HBS pioneered the concept of “social enterprise” with the founding of its Social Enterprise Initiative (SEI) in 1993. Under the early leadership of James Austin on the importance of collaborative relationships to the success of nonprofits and Allen Grossman and V. Kasturi “Kash” Rangan on new directions in nonprofit strategy, we adopted a problem-focused approach toward understanding the challenges associated with driving sustained, high-impact social change. Current research focuses on leadership of socially mission-driven organizations; the role of business leaders and corporate citizenship in driving social change; business models that address poverty; management of high-performing K-12 public school districts; and financing models for the non-profit sector.

Initiatives & Projects

The Social Enterprise Initiative, Business & Environment Initiative, and Health Care Initiative apply innovative business practices and managerial disciplines to drive sustained, high-impact social change.

Social Enterprise
Business & Environment
Health Care

Recent Publications

Should Your Start-up Be For-profit or Nonprofit?: A Guide for Social Entrepreneurs

By: Cait Brumme and Brian Trelstad
  • May–June 2023 |
  • Article |
  • Harvard Business Review
Years ago the line between nonprofit and for-profit enterprises was clear, but that has changed. Nonprofits now offer products that compete with those of the best for-profits, and for-profits can deliver as much social value as charities. Despite the blurred distinction, all mission-driven start-ups will eventually face a stark choice about which legal structure to adopt, and they need to make it carefully, because it’s hard to undo, say the authors, the CEO of a nonprofit accelerator and a partner in an impact investing fund.

To guide their decision, social entrepreneurs should examine several questions: Is the market ready for a for-profit solution? Where is the available capital? And which structure would help the organization attract the talent and resources that it requires?
Keywords: Business Startups; Social Entrepreneurship; Mission and Purpose; Nonprofit Organizations; For-Profit Firms; Decision Choices and Conditions
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Brumme, Cait, and Brian Trelstad. "Should Your Start-up Be For-profit or Nonprofit? A Guide for Social Entrepreneurs." Harvard Business Review 101, no. 3 (May–June 2023): 136–145.

The Politics of Philanthropy in China

By: Geoffrey Jones and Yuhai Wu
  • 2023 |
  • Working Paper |
  • Faculty Research
This working paper looks historically at business philanthropy in China. In the West, the literature has distinguished between entrepreneurial and customary philanthropy, while the phenomenon of spiritual philanthropy has been identified in many emerging markets. This working paper argues that these models do not fit the case of China, where philanthropy has always been primarily political, designed to access and protect from the political power of the government. This political philanthropy has taken an enhanced form since 2016 as the Chinese government, using the political discourse of "corporate social responsibility," has sought to guide state-owned capital and private capital into the field of philanthropy, and align the agenda of philanthropy with the policy of the central government. This is an endeavor to reshape the ethical system of Chinese society though combining the universal moral concepts of "goodness" and "mutual assistance" with the CCP’s socialist ideology. The government is also effectively creating a new economic sector – as it had done previously with green industries – which can provide social services and support, especially to underserved demographic sectors.
Keywords: China; Philanthropy; Ethics; Philanthropy and Charitable Giving; Moral Sensibility; Corporate Social Responsibility and Impact; Economic Systems; Economic Sectors; China
Citation
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Jones, Geoffrey, and Yuhai Wu. "The Politics of Philanthropy in China." Harvard Business School Working Paper, No. 23-067, May 2023.

IBM’s Ginni Rometty: Leading with Good Power

By: Hubert Joly, Leonard A. Schlesinger and Stacy Straaberg
  • May 2023 |
  • Case |
  • Faculty Research
In March 2023, Virginia (Ginni) Rometty published Good Power: Leading Positive Change in our Lives, Work, and World, which covered her personal history and career at International Business Machines (IBM). Rometty was IBM’s ninth and first woman CEO from 2012–2020. Her tenure followed John Akers, Louis Gerstner, Jr., and Samuel Palmisano, CEOs who helmed IBM through the PC revolution, IBM’s brush with insolvency, the company’s rebound, and its early attempts at commercializing AI technology as well as its late entry into cloud computing. Prior to joining IBM, Rometty’s upbringing taught her the value of hard work, education, and serving others. Once at IBM, Rometty advanced through the ranks, notably negotiating the acquisition of PricewaterhouseCooper’s consulting unit and integrating its people into IBM. As CEO, Rometty developed a leadership philosophy of good power, based on wielding authority for the benefit of others. She also defined IBM’s purpose as Being essential to clients and society. Strategically, Rometty rebalanced IBM’s product portfolio to align with changes in the tech ecosystem such as the rise of cloud computing and AI. Rometty also committed to hiring and upskilling workers to achieve IBM’s goals including using a SkillsFirst approach that prioritized job proficiencies over credentials. Outside of IBM, Rometty signaled her commitment to the entire ecosystem of stakeholders by signing the Business Roundtable’s 2019 revision of the Statement on the Purpose of a Corporation, and she co-founded OneTen, which sought to employ and promote 1 million Black Americans without four-year degrees into living-wage jobs. From 2012–2020, IBM’s revenue declined every year but one and share price trailed other large tech firms. However, in 2022, IBM’s share price bested other large tech companies. What factors contributed to IBM’s underperformance during Rometty’s tenure and the company’s improved performance in 2022—predecessor impact, good power tactics, market factors, or her initiatives?
Keywords: Transformation; Acquisition; Trends; Gender; Diversity; Education; Training; Values and Beliefs; Profit; Revenue; Leadership Style; Leading Change; Business or Company Management; Negotiation; Corporate Social Responsibility and Impact; Mission and Purpose; Organizational Change and Adaptation; Organizational Culture; Family and Family Relationships; Business and Community Relations; Business and Government Relations; Business and Shareholder Relations; Business and Stakeholder Relations; Personal Characteristics; Perspective; Social Issues; Adaptation; Business Strategy; Commercialization; Competition; Corporate Strategy; Information Infrastructure; Information Technology; Health Industry; Information Technology Industry; Manufacturing Industry; Service Industry; Technology Industry; New York (city, NY); United States
Citation
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Joly, Hubert, Leonard A. Schlesinger, and Stacy Straaberg. "IBM’s Ginni Rometty: Leading with Good Power." Harvard Business School Case 323-114, May 2023.

How Wicked Problems Drive Business Performance: A Review of the Academic Literature

By: Caroline Adelson, Charlotte Kuller, Cate Tompkins, Ellora Sarkar, Samantha Price and Marco Iansiti
  • 2023 |
  • Working Paper |
  • Faculty Research
Recent years have seen a rise in the number of businesses engaged in the pursuit of “purposeful” activities – that is, activities that engage with the broader community in ways that expand beyond the pursuit of shareholder value. Many of these activities involve engagement with complex social challenges that are often described as “wicked problems” (e.g., economic inequality, environmental sustainability, food security). While many businesses are engaging with purposeful activity and/or wicked problems, knowledge on the business effects of wicked problem engagement remains fragmented. The goal of this paper is to collate and summarize the existing literature to provide a more complete view of what we know and what we do not know about the business impact of wicked problem engagement. We aim to lay the foundation for further research into the relationship between wicked problem engagement and firm performance.
Keywords: Wicked Problems; Corporate Social Responsibility and Impact; Social Issues; Performance
Citation
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Adelson, Caroline, Charlotte Kuller, Cate Tompkins, Ellora Sarkar, Samantha Price, and Marco Iansiti. "How Wicked Problems Drive Business Performance: A Review of the Academic Literature." Harvard Business School Working Paper, No. 23-064, April 2023.

Deep Responsibility and Irresponsibility in the Beauty Industry

By: Geoffrey Jones
  • 2023 |
  • Working Paper |
  • Faculty Research
This working paper employs the concept of deep responsibility to assess the social responsibility of the beauty industry over time. It shows that many of today’s problems with the industry have deep historical roots. Products have carried too many health hazards. Consumers have been subject to exaggerated claims and restricted beauty ideals that have damaged self-esteem. The environmental impact of the industry has been highly negative. The industry has more often worked against communities than strengthened them. Alternative and more responsible behavior has existed in the past in the industry, and needs to become the norm.
Keywords: Corporate Social Responsibility and Impact; Corporate Accountability; Ethics; Beauty and Cosmetics Industry
Citation
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Jones, Geoffrey. "Deep Responsibility and Irresponsibility in the Beauty Industry." Harvard Business School Working Paper, No. 23-058, March 2023.

Patagonia: 'Earth Is Now Our Only Shareholder'

By: Brian Trelstad, Nien-hê Hsieh, Michael Norris and Susan Pinckney
  • March 2023 |
  • Case |
  • Faculty Research
Patagonia’s change of ownership from a privately held company to a perpetual purpose trust and 501(c)(4) nonprofit in order to use the company’s profit to fight the environmental crisis and be a model for future businesses.
Keywords: Trusts; Business Ventures; Business Organization; Family Business; Restructuring; Change; Disruption; Transition; Decision Making; Ethics; Values and Beliefs; Finance; Financial Management; Governance; Corporate Governance; Investment Activism; Leadership; Labor; Law; Common Law; Management; Goals and Objectives; Organizations; Corporate Social Responsibility and Impact; Mission and Purpose; Organizational Change and Adaptation; Organizational Culture; Ownership; Ownership Type; Family Ownership; Private Ownership; Social Enterprise; Nonprofit Organizations; Society; Social Issues; Wealth and Poverty; Value; Value Creation; Apparel and Accessories Industry; United States
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Trelstad, Brian, Nien-hê Hsieh, Michael Norris, and Susan Pinckney. "Patagonia: 'Earth Is Now Our Only Shareholder'." Harvard Business School Case 323-057, March 2023.

OneTen at Delta Air Lines: Catalyzing Family-Sustaining Careers for Black Talent (A)

By: Linda A. Hill and Lydia Begag
  • March 2023 (Revised May 2023) |
  • Case |
  • Faculty Research
It was December 10, 2020, and Ed Bastian, the Chief Executive Officer (CEO) of Delta Air Lines (Delta), had just finished a meeting with Joanne Smith, Executive Vice President and Chief People Officer, and Keyra Lynn Johnson, the Chief Diversity and Inclusion Officer. The objective of this meeting was to review Delta’s first public communication about Bastian’s decision to join the OneTen coalition, where he and 36 other CEOs committed to recruiting, hiring, training, and advancing 1 million Black Americans over the next ten years into family-sustaining jobs.

For months, Bastian had been in continual dialogue with his colleagues about how to respond to the disproportionate impact of the COVID-19 pandemic on Black and Brown people and an increase in racially motivated violence, including the murder of George Floyd. Bastian had committed Delta to being the “Atlanta City Lead” of OneTen. Although Delta had been “bulldozed by the pandemic,” he had signed onto OneTen with no hesitation. Smith and Johnson had raised many questions when first learning of OneTen, but they too had agreed that the initiative was consistent with Delta’s own anti-discriminatory action plan. He agreed with his colleagues that Delta’s approach to OneTen be strategic and sustainable. He recalled his response at the time: “I [don’t] know what this will turn into,” but “we have got to start somewhere.”
Keywords: Recruitment; Training; Race; Equality and Inequality; Corporate Social Responsibility and Impact; Job Design and Levels; Air Transportation Industry; United States
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Hill, Linda A., and Lydia Begag. "OneTen at Delta Air Lines: Catalyzing Family-Sustaining Careers for Black Talent (A)." Harvard Business School Case 423-072, March 2023. (Revised May 2023.)

Deeply Responsible Business: A Global History of Values-Driven Leadership

By: Geoffrey Jones
  • 2023 |
  • Book |
  • Faculty Research
Corporate social responsibility has entered the mainstream, but what does it take to run a successful purpose-driven business? This book examines leaders who put values alongside profits to showcase the challenges and upside of deeply responsible business. Should business leaders play a role in solving society’s problems? For decades, CEOs have been told that their only responsibility is to the bottom line. But consensus is growing that companies―and their leaders―must engage with their social, political, and environmental contexts. Jones distinguishes deep responsibility, which can deliver radical social and ecological responses, from corporate social responsibility, which is often little more than window dressing. Deeply Responsible Business provides a historical perspective on the social responsibility of business, going back to the Quaker capitalism of George Cadbury and the worker solidarity of Edward Filene and carrying us through to impact investing and the B-corps. Jones profiles exemplary business leaders from around the world who combined profits with social purpose to confront inequality, inner-city blight, and ecological degradation, while navigating restrictive laws and authoritarian regimes.

The business leaders profiled in this book were motivated by bedrock values and sometimes driven by faith. They chose to operate in socially productive fields, interacted with humility with stakeholders, and felt a duty to support their communities. While far from perfect, each one showed that profit and purpose could be reconciled. Many of their businesses were wildly successful―though financial success was not their only metric of achievement. As many companies seek to coopt more ethically sensitized consumers, Jones gives us a new perspective to tackle tough questions and envisions a future in which companies and entrepreneurs can play a key role in healing our communities and protecting the natural world.
Keywords: Corporate Responsibility; Business Ecuation; Socially Responsible Investing; Business Education; Ethics; Leadership; Business History; Philanthropy and Charitable Giving; Religion; Social Enterprise; Social Issues; Wealth and Poverty; Corporate Social Responsibility and Impact; Mission and Purpose; Banking Industry; Beauty and Cosmetics Industry; Computer Industry; Consumer Products Industry; Education Industry; Fashion Industry; Financial Services Industry; Food and Beverage Industry; Green Technology Industry; Manufacturing Industry; Electronics Industry; Agriculture and Agribusiness Industry; United Kingdom; Germany; United States; Japan; India; Latin America
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Jones, Geoffrey. Deeply Responsible Business: A Global History of Values-Driven Leadership. Cambridge, MA: Harvard University Press, 2023.

Pratham 2.0: Sustaining Innovation

By: Brian Trelstad, Samantha Webster and Malini Sen
  • March 2023 |
  • Case |
  • Faculty Research
Pratham is a Mumbai-based nonprofit, which focuses on high-quality, low-cost, and replicable interventions to address gaps in India’s education system. From inception, it has pioneered innovation, from early childhood learning centers to adaptive literacy programs, to national surveys on basic education performance that informed national education policy.  As Pratham reflects on its track record of influence on the Indian education system, the leadership team wonders whether Pratham could extend its programs within India to fill some of the gaps that existed between early childhood education, formal schooling, and vocational training. And whether the nonprofit could explore new innovations, which could help it achieve its mission of ‘Every Child in School & Learning Well.’ After more than 25 years of meaningful impact, how would they determine the future of Pratham? And who would lead that future?
Keywords: Nonprofit; Talent Management; Innovation; Early Childhood Education; Social Entrepreneurship; Literacy; Leadership Development; Value Creation; Education Industry; Asia; Africa; India
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Trelstad, Brian, Samantha Webster, and Malini Sen. "Pratham 2.0: Sustaining Innovation." Harvard Business School Case 323-003, March 2023.

Roche: ESG and Access to Healthcare

By: George Serafeim, Susanna Gallani and Benjamin Maletta
  • March 2023 |
  • Case |
  • Faculty Research
In May 2022, Roche Group, one of the largest healthcare companies in the world, hosted its first ESG investor event focused exclusively on its efforts to impact access to healthcare. While Roche had recently set an ambitious goal to double the number of patients that had access to its innovative medicines and diagnostic solutions within ten years, it was not at all clear how the firm should structure its resource allocation criteria, performance evaluations, reporting and incentive systems to align efforts internally toward these goals. Group CFO and CIO Alan Hippe was presented with two options, none of which he was particularly enthusiastic about. One was to lower the hurdle rate for projects related to ESG issues, thus relaxing profit expectations. The alternative was to incorporate a set of minimum ESG requirements in all of Roche’s new project proposals. In this case, however, the risk was to reduce the focus on ESG from a strategic priority to a compliance exercise. In the presentation shared with investors at the ESG event, access to healthcare had been positioned as Roche’s greatest contribution to society. This type of public commitment required more than a compliance-level of effort. In September, Alan Hippe would sit down with the executive committee to chart a path for integrating ESG issues into Roche’s project selection and business planning. Hippe went on to define three objectives for ESG at Roche, “we need to align on targets, we need to get resource allocation right, and we need to report both internally and externally.”
Keywords: ESG (Environmental, Social, Governance) Performance; Sustainable Finance; Growth Strategy And Execution; Sustainability Targets; Impact Evaluation; Healthcare Access; Healthcare Innovation; Healthcare Systems; Healthcare Operations; Finance; Strategy; Health Testing and Trials; Health Care and Treatment; Growth Management; Measurement and Metrics; Innovation Strategy; Corporate Social Responsibility and Impact; Health Industry; Pharmaceutical Industry; Switzerland; North America; Europe; Asia; Latin America; Africa
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Serafeim, George, Susanna Gallani, and Benjamin Maletta. "Roche: ESG and Access to Healthcare." Harvard Business School Case 123-075, March 2023.
More Publications

Faculty

V. Kasturi Rangan
George Serafeim
Rosabeth M. Kanter
James E. Austin
Michael W. Toffel
Julie Battilana
Allen S. Grossman
Lynn S. Paine
Michael Chu
Michael E. Porter
Forest L. Reinhardt
Geoffrey G. Jones
→See All

HBS Working Knowlege

    • 25 Apr 2023

    Using Design Thinking to Invent a Low-Cost Prosthesis for Land Mine Victims

    Re: Srikant M. Datar
    • 04 Apr 2023

    Two Centuries of Business Leaders Who Took a Stand on Social Issues

    Re: Geoffrey G. Jones
    • 03 Jan 2023

    How Would the Leadership Style of Girl Scouts' Frances Hesselbein Fare Today?

    Re: James L. Heskett
→More Articles

Harvard Business Publishing

    • November 2011
    • Article

    How Great Companies Think Differently

    By: Rosabeth Moss Kanter
    • March 2023
    • Case

    Patagonia: 'Earth Is Now Our Only Shareholder'

    By: Brian Trelstad, Nien-hê Hsieh, Michael Norris and Susan Pinckney
    • 2020
    • Book

    Capitalism at Risk: How Business Can Lead

    By: Joseph L. Bower, Dutch Leonard and Lynn S. Paine
→More Harvard Business Publishing
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