viernes, 26 de octubre de 2012


R-20 Letts, Christine W., and Ryan A. Grossman. 1997. “Virtuous Capital: What Foundations Can Learn from Venture Capitalists.” Harvard Business Review. [6 pages]
R-21 Schwab Foundation for Social Entrepreneurship. 2002. “The Schwab Foundation for Social Entrepreneurship.” Geneva: Schwab Foundation for Social
Entrepreneurship. [13  pages]
R-22 Ashoka. 2004. “Ashoka’s History.” [1 page]
R-23 Acumen Fund. 2004. “Background.” [1 page]
R-24 Skoll Foundation. “Skoll Foundation History.” [1 page] May 20, 2004: No class
Session 10: May 27, 2004
10. Leadership (II): Corporate Philanthropy and Corporate Social Responsibility Study questions:
1. As the CEO of Cisco, which is the best case for corporate social responsibility to make to your board? To your investors? To your clients? To the public?
2. ASAFE operates the sole Cisco Networking Academy in Africa outside of a university. Are there any specific guidelines you would suggest to Gisèle to follow in establishing and executing partnerships with corporations such as Cisco?
3. What does exercising public leadership mean for a CEO? Which role should the private sector play in addressing the most pressing challenges of our times? Should companies support social entrepreneurs? What is the competitive advantage of corporate philanthropy?
R-25 Arrillaga, Laura K., and David Hoyt. 2003. “Cisco Corporate Philanthropy.” Stanford GSB Case PM 48. Stanford, Calif.: Stanford University. [23 pages]
R-26 Arrillaga, Laura K., and David Hoyt. 2003. “Corporate Philanthropy.” Stanford GSB Case PM 55. Stanford, Calif.: Stanford University. [4 pages]
R-27 Porter, Michael E., and Mark R. Kramer. 2002. “The Competitive Advantage of
Corporate Philanthropy .” Harvard Business Review, 56. [11 pages]
R-28* Business for Social Responsibility (BSR). 2004. “Overview of Corporate Social
Responsibility.” Issue Brief. San Francisco: BSR. [21

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