Curricular Resources
The following curriculum resource list includes a number of publications, organization and initiatives. This resource should provide substantial literature to facilitate any research interests of Pace faculty/staff members and students. We have highlighted different focus areas within the social sector along with a list of articles, books and case studies related to each category, including:
Corporate Social Responsibility
Philanthropy and Community Service
Social Enterprise and Entrepreneurship
Nonprofit Management, Strategy and Performance
Performance Measurement and Impact
Corporate Social Responsibility
Articles
Kanter, RM. 1999. From spare change to real change: The social sector as beta site for business innovation. Harvard Business Review, 77(3): 122-32.
Porter, M.E, & Kramer, M.R. 2006. Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, 84(12): 78-92
Porter, M.E, Kramer, M.R. & Zadek, S. Redefining corporate social responsibility. Harvard Business Review. On Point Collection, February 2007.
Books
Smith, N.C., Bhattacharya, C.B., Vogel, D. & Levine, D.I. 2010. Global challenges in responsible business. New York: Cambridge University Press, USA.
Case Studies
Kanter, R.M. & Reisen De Pinho. 2005. ABN AMRO REAL: Banking on Sustainability (Case Study). Boston: Harvard Business Review
Philanthropy and Community Service
Articles
Bradley, B., Jansen, P. & Silverman, L. 2003. The nonprofit sector’s $100 billion dollar opportunity. Harvard Business Review, 81(5): 94-103
Letts, C., Ryan, W. & Grossman, A. 1997. Virtuous capital: What foundations can learn from venture capitalists. Harvard Business Review, 75(2):36-44.
Books
Porter, M. E. 2002. Corporate philanthropy: Taking the high ground In Porter, M. E. & M. R. Kramer (Eds.) The competitive advantage of corporate philanthropy. Harvard Business Review(December): 56-68.
Ostrower, F. 1995. Why the wealthy give. New Jersey: Princeton University Press.
Frumkin, P. 2010. The essence of strategic giving: A practical guide for donors and fundraisers. Chicago: The University of Chicago Press.
Frumkin, P. & Imber, J. 2004. In search of the nonprofit sector. New Brunswick, NJ: Transaction Publishers.
Case Studies
Chu, M. & Hazell, J.S. 2007. The Omidyar–Tufts Microfinance Fund: Striving to Reshape the Social Enterprise Capital Markets (Case Study). Harvard Business School.
Social Enterprise and Entrepreneurship
Articles
Adams, C. & Perlmutter, F. 1991. Commercial venturing and the transformation of America’s voluntary welfare agencies. Nonprofit and Voluntary Sector Quarterly, 20(1): 25-38.
Alter, K. 2007. Social Enterprise Typology. Washington, DC: Virtue Ventures.
Arnsberger, P., Ludlum, M. , & Riley, M. 2007. IRS Statistics of Income: Current research in the nonprofit sector. Washington, DC: Internal Revenue Service.
Cordes, J. A. & Weisbrod, B. A. 1998. Differential taxation of nonprofits and the commercialization of nonprofit revenues. Journal of Policy Analysis and Management, 17(2): 195-214.
Dees, J., Anderson, B.B. & Wei-Skillern, J. 2004. Scaling social impact: strategies for spreading social innovation. Stanford Social Innovation Review, 1(4): 23-32
Drayton, W. 2002. The citizen sector: becoming as entrepreneurial and competitive as business. California Management Review, 44(3): 122-132.
Foster, W. & Bradach, J. 2005. Should nonprofits seek profits? Harvard Business Review, 83(2): 92-100.
Frumkin, P. & Kim, M. T. 2001. Strategic positioning and the financing of nonprofit organizations: Is efficiency rewarded in the contributions marketplace? Public Administration Review, 61(3): 266-275.
Hansmann, H.B. 1980. The role of nonprofit enterprise. The Yale Law Journal, 89: 835-98.
Hansmann, H. B. 1989. Unfair competition and the unrelated business income tax. Virginia Law Review, 75: 605-35.
Internal Revenue Service. 2004. Testimony: Charitable giving problems and best practices. IR-2004-81, June 22, 2004.
Lasprogata, G. A. & Cotton, M. N. 2003. Contemplating “enterprise”: The business and legal challenges of social entrepreneurship. American Business Law Journal, 41(1): 68-112.
Luksetich, W. 2008. Government funding and nonprofit organizations. Nonprofit and Voluntary Sector Quarterly, 37: 434-442.
Schiff, J. & Weisbrod, B. 1993. Competition between for-profit and non-profit organizations in commercial markets. In A. Ben-Ner & B. Gui (Eds.), The nonprofit sector in the mixed economy 127-148. Ann Arbor, MI: University of Michigan Press.
Weisbrod, B. A. 2004. The pitfalls of profits. Stanford Social Innovation Review, 2(3): 40-47.
Books
Austin, J.E., Leonard, H., Reficco, E.,& Wei-Skillern, J., 2004. Corporate social entrepreneurship: A new vision of CSR. Harvard Business School Working Paper No. 05-021. Boston: Harvard Business School.
Bornstein, D. 2004. How to change the world: Social entrepreneurs and the power of new ideas. New York, NY: Oxford University Press.
James, E. & Rose-Ackerman, S. 1986. The nonprofit enterprise in market economies. New York: Harwood Press.
Leadbeater, C. 1996. The rise of the social entrepreneur, London, UK: Demos.
Nicholls, A. 2006. Social entrepreneurship: New models of sustainable social change. New York: Oxford University Press, USA
Oster, S. 1995. Strategic management for nonprofit organizations. New York: Oxford University Press.
Salamon, L. M. 1995. Partners in public service: Government-nonprofit relations in the modern welfare state. Baltimore, MD: Johns Hopkins University Press.
Simon, J. G. 1987. The tax treatment of nonprofit organizations: A review of federal and state policies. In Walter W. Powell (Ed.) The nonprofit sector: A research handbook. 67-98. New Haven, CT: Yale University Press.
Titmuss, R. M. 1971. The gift relationship: From human blood to social policy. New York, NY: Pantheon.
Weisbrod B.A. & Schlesinger, M. 1986. Public, private, nonprofit ownership and the response to asymmetric information: The case of nursing homes. In S. Rose-Ackerman (Ed.) The Economics of Nonprofit Institutions: Studies in Structure and Policy, 133-151. Oxford: Oxford University Press.
Weisbrod, B. A. (Ed.). 1998. To profit or not to profit: The commercial transformation of the nonprofit sector. New York: Cambridge University Press.
Weitzman, M. S. & Lampkin, L. M. 2002. The new nonprofit almanac and Desk Reference. New York: Jossey-Bass, Table 1.1. at 4-5.
Case Studies
Dees, J. & Oberfield, A. 1991. Note on starting a nonprofit venture (Case Study) Boston: Harvard Business Review.
Kanter, R.M. 2005. Even Bigger Change: A Framework for Getting Started at Changing the World. (Case Study). Boston: Harvard Business Review.
Jick, T. 2010. The metropolitan music of art: The shark in the room (Case Study). Columbia Business School: Columbia Case Works.
Bugg-Levine, A. 2011. Root capital: Investment in the developing world (Case Study). Columbia Business School: Columbia Case works
Johar, G. 2010. Life Springs (Case Study). Columbia Business School: Columbia Case Works.
Articles
Gair, C. 2005. If the shoe fits: Nonprofit or for-profit? The choice matters. San Francisco, CA: The Robert’s Enterprise Development Fund (REDF).
Alter, K. 2000. Managing the double bottom line: A business planning reference guide for social enterprises. Washington, DC: Virtue Ventures.
Emerson, J. & Twersky, F. 1996. New social entrepreneurs: The success, challenge, and lessons of nonprofit enterprise creation. San Francisco, CA: The Robert’s Enterprise Development Fund (REDF).
Books
Oster, S., Massarsky, C.W. & Beinhacker, S.L. 2004. Generating and sustaining nonprofit earned income: A guide to successful enterprise strategies. San Francisco, CA: Jossey-Bass.
Articles
Herzlinger, R.E. 1994. Effective oversight: A guide for nonprofit directors. Harvard Business Review, 72(4): 52-60
Nonprofit Management, Strategy and Performance
Articles
Foster, W. & Bradach, J. 2005. Should nonprofits seek profits? Harvard Business Review, 83(2): 92-100.
Kaplan, R.S. 2001. Strategic performance measurement and management in nonprofit organizations. Journal of Nonprofit Management and Leadership, 11(3): 353-370
Books
Ryan, W.P., Grossman, A. & Letts, C. 1999. High performance nonprofit organizations: Managing upstream for greater impact. New York: John Wiley & Sons, Inc.
Case Studies
Leonard, H.B., Epstein, M.J. & Winig, L. 2005. Playgrounds and Performance: Results Management at KaBOOM! (Case Study) Boston: Harvard Business School
Performance Measurement and Impact
Articles
The Rockefeller Foundation & The Goldman Sachs Foundation. 2003. Social impact assessment: A discussion among grant makers. New York: The Rockefeller Foundation & The Goldman Sachs Foundation
Kaplan, R.S. 2001. Strategic performance measurement and management in nonprofit organizations. Journal of Nonprofit Management and Leadership, 11(3): 353-370
Independent Sector. www.independentsector.org/PDFs/npemployment.pdf
National Center for Charitable Statistics. www.nccs.urban.org
United States Department of Health and Human Services. HHS.gov; www.hhs.gov/about/
Urban Institute; The National Center for Charitable Statistics; nccsdataweb.urban.org/
The Aspen Institute Center for Business Education. Beyond Grey Pinstripes. Retrieved from www.beyondgreypinstripes.org/index.cfm
Helene & Grant Wilson Center for Social Entrepreneurship
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