Skip to Main Content
HBS Home
  • About
  • Academic Programs
  • Alumni
  • Faculty & Research
  • Baker Library
  • Giving
  • Harvard Business Review
  • Initiatives
  • News
  • Recruit
  • Map / Directions
Faculty & Research
  • Faculty
  • Research
  • Featured Topics
  • Academic Units
  • …→
  • Harvard Business School→
  • Faculty & Research→
  • Featured Topics
    • Featured Topics
    • Business & Environment
    • Business History
    • Entrepreneurship
    • Finance
    • Globalization
    • Health Care
    • Human Behavior & Decision-Making
    • Leadership
    • Social Enterprise
    • Technology & Innovation
    →
  • Social Enterprise→

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

Bridging Trust and Tech: Digitizing Morocco’s Financial System

By: Lauren Cohen and Sophia Pan
  • August 2025 (Revised August 2025) |
  • Case |
  • Faculty Research
Fadwa Jouali, Senior Expert of Payment Development and FinTechs at Bank Al-Maghrib (Central Bank of Morocco), wondered how she could fast-track adoption of the country’s mobile payments system. Historically, many Moroccans had never held a bank account, perhaps due to cultural preferences towards cash. The Central Bank of Morocco succeeded in creating a National Payment System, which would allow consumers and merchants alike to facilitate transactions through a mobile device. However, adoption faltered behind expectations. Comparing progress to that of Pix, the payment scheme led by Brazil, Morocco’s mobile payments adoption was underwhelming. Jouali recognized that Morocco had unique characteristics, such as lower costs and a lingering presence of consumer distrust. Taking this into account, how would she help nurture the FinTech industry in Morocco to ensure broad stakeholder engagement and create the right incentives for the adoption of mobile payments?
Keywords: Technology Platform; Mobile Technology; Online Technology; Technology Adoption; Urban Development; Behavior; Attitudes; Motivation and Incentives; Trust; Technological Innovation; Behavioral Finance; Social Entrepreneurship; Financial Institutions; Geographic Location; Government Administration; Adoption; Financial Services Industry; Morocco
Citation
Educators
Related
Cohen, Lauren, and Sophia Pan. "Bridging Trust and Tech: Digitizing Morocco’s Financial System." Harvard Business School Case 226-011, August 2025. (Revised August 2025.)

Boards Can Continue to Lead the Way on Climate Governance

By: Lynn S. Paine and Suraj Srinivasan
  • August 18, 2025 |
  • Article |
  • Harvard Business Review Digital Articles
During the past year, political and investor pushback against corporate climate efforts has intensified. Nearly 320 anti-ESG bills have been introduced across U.S. state legislatures since 2021. The U.S. SEC has all but repealed its climate-related disclosure rules, and pending climate-disclosure rules are mired in litigation. Yet the underlying risks associated with climate change—from supply-chain disruption to asset impairment and shifting consumer preferences—haven’t disappeared. If anything, they are accelerating. This article builds on the authors’ 2024 HBR article How Robust Is Your Climate Governance? with updated guidance to help corporate boards navigate the shifting climate landscape and prepare for heightened scrutiny in today’s social and political context.
Keywords: Governing and Advisory Boards; Climate Change; Environmental Sustainability; Corporate Social Responsibility and Impact
Citation
Find at Harvard
Register to Read
Purchase
Related
Paine, Lynn S., and Suraj Srinivasan. "Boards Can Continue to Lead the Way on Climate Governance." H08V4D. Harvard Business Review Digital Articles (August 18, 2025).

A Concise Business Guide to Climate Change: What Managers, Executives, and Students Need to Know

By: J. Gunnar Trumbull
  • 2025 |
  • Book |
  • Faculty Research
Understanding the ground rules of climate change for business.

Climate has changed the game for businesses around the world. With climate-related disasters costing billions in damages and public pressure rising, over a hundred nations joined the 2015 Paris Agreement, setting 2050 as the target for net-zero carbon emissions. Thousands of companies have registered with the Carbon Disclosure Project. In a recent survey of large, global firms, one-third reported that climate change was already affecting their operations.

Business leaders need help navigating this complex, fast-changing environment. Amid a flood of new policies and information, how can you tell what news matters and what impact it will have? Which arguments and reports are grounded in sound science and economics and which are not?

This indispensable guidebook by Harvard Business School professor and policy expert Gunnar Trumbull answers this need. As managers around the world confront the reality of climate change and educate themselves about how it is affecting their businesses, A Concise Business Guide to Climate Change provides a single, short, and accessible account of the information crucial to understanding and addressing these challenges. What causes climate change? How do countries and companies measure their own impact on global climate? What is the role of carbon markets? How are governments responding? What kind of corporate emissions targets make sense, and how can they be achieved? In crisp, reader-friendly, and data-rich chapters, Trumbull presents the basic scientific, economic, policy, and accounting frameworks that managers need in order to answer these questions.

Effective as an overview or as a reference on specific challenges, this book is your go-to business guide for dealing with climate change.
Keywords: Climate Change; Environmental Sustainability; Corporate Social Responsibility and Impact; Business or Company Management; Governing Rules, Regulations, and Reforms
Citation
Purchase
Related
Trumbull, J. Gunnar. A Concise Business Guide to Climate Change: What Managers, Executives, and Students Need to Know. Boston, MA: Harvard Business Review Press, 2025.

Toilets for the Underserved: The SURT Commercialization Challenge

By: Maria P. Roche, Anne Marie Knott and Alexander Oettl
  • July 2025 |
  • Case |
  • Faculty Research
In 2021, a breakthrough in sanitation technology developed under the Gates Foundation’s “Reinvent the Toilet” initiative stood ready for commercialization. The Single User Reinvented Toilet (SURT), engineered by Dr. Shannon Yee, offered an off-grid, self-contained system capable of processing waste, generating water, and reducing environmental impact. Despite technical success, bringing the SURT to market faced complex challenges in behavior change, infrastructure compatibility, financing models, and stakeholder incentives. This case explores the commercialization dilemma: Should SURT be piloted independently in a developing market, licensed to appliance firms, or tailored for government/military procurement? Students must grapple with the strategic, operational, and ethical complexities of scaling a technology designed to serve the world’s most underserved populations.
Keywords: Technological Innovation; Commercialization; Social Issues; Social Enterprise; Public Sector; Private Sector; Market Entry and Exit; Strategic Planning; Engineering; Infrastructure; Innovation Strategy; Utilities Industry; Consumer Products Industry; United States; South Africa; India; France
Citation
Educators
Related
Roche, Maria P., Anne Marie Knott, and Alexander Oettl. "Toilets for the Underserved: The SURT Commercialization Challenge." Harvard Business School Case 726-369, July 2025.

Mother's Home: Eradicating Social Orphancy in Kazakhstan

By: Boris Groysberg and Annelena Lobb
  • July 2025 |
  • Case |
  • Faculty Research
Mother’s Home International Foundation, a Kazakhstani foundation, had reduced the number of children living in orphanages in Kazakhstan from roughly 10,000 to 4,000 over 12 years, building crisis centers for new mothers to help them keep their babies and stabilize their lives, and working with adoptive parents for better outcomes. The foundation had begun to expand internationally, first to other countries that were part of the former USSR and then beyond. What was the best expansion strategy for them? Was every part of their model portable to other countries?
Keywords: Business Model; Nonprofit Organizations; Social Issues; Expansion; Kazakhstan
Citation
Educators
Related
Groysberg, Boris, and Annelena Lobb. "Mother's Home: Eradicating Social Orphancy in Kazakhstan." Harvard Business School Case 426-012, July 2025.

Flanner House and Community-Led Development

By: Brian Trelstad and Ai-Ling Jamila Malone
  • July 2025 |
  • Case |
  • Faculty Research
In 2025, Brandon Cosby, CEO of Flanner House—a century-old nonprofit in Indianapolis’s Near Northwest neighborhood—faced a critical juncture as rising displacement pressures and funding uncertainty threatened the gains made under his leadership. Since taking the helm in 2016, Cosby had transformed the organization from a struggling, underutilized service provider into a vibrant community anchor guided by a model he called “holonomy,” which integrated food justice, early childhood education, workforce development, mental health, and housing. His initiatives included launching Indiana’s only Black-owned bookstore, establishing an urban farm, café and bodega, expanding culturally grounded mental health services, and creating workforce pathways. As nearby developments like the 16 Tech innovation district and Indiana University’s medical campus drove up housing costs and attracted new residents, Cosby aimed to protect the existing community by building a new Flanner House facility and a 120-unit affordable housing development. However, securing sufficient funding—particularly capital not tied to market-rate housing—remained a challenge. This case explores Cosby’s leadership, the complexities of community development in historically marginalized neighborhoods, and the tension between inclusive economic growth and gentrification.
Keywords: Change; Change Management; Transformation; Customer Focus and Relationships; Economic Growth; Education; Early Childhood Education; Learning; Teaching; Ethics; Fairness; Moral Sensibility; Entrepreneurship; Food; Urban Scope; Philanthropy and Charitable Giving; Government and Politics; Employment; Leadership; Leading Change; Crisis Management; Strategic Planning; Partners and Partnerships; Problems and Challenges; Projects; Risk and Uncertainty; Social Enterprise; Nonprofit Organizations; Trust; Reputation; Power and Influence; Social Issues; Poverty; Strategy; Expansion; Diversification; Integration; System; Complexity; Equality and Inequality; Theory; Agriculture and Agribusiness Industry; Construction Industry; Education Industry; Financial Services Industry; Food and Beverage Industry; Health Industry; Music Industry; Real Estate Industry; United States; Indiana; Indianapolis
Citation
Educators
Related
Trelstad, Brian, and Ai-Ling Jamila Malone. "Flanner House and Community-Led Development." Harvard Business School Case 325-130, July 2025.

Khabar Lahariya

By: Ranjay Gulati and Kanika Jain
  • June 2025 |
  • Case |
  • Faculty Research
Founded and run entirely by women, Khabar Lahariya was a leading digital media portal, known for its uniquely feminist perspective and rural focus. It started in 2002 as a non-profit print publication, and by 2023, had evolved into a multimedia news site that was part of a for profit, socially-focused company—Chambal Media. Over the years, it had trained several rural women, many from marginalized communities, to become reporters. Chambal Media also created audiovisual and written content on gender, media, and development for non-profit and corporate clients. In 2021, the organization launched Chambal Academy, an online journalism course for rural women. Despite these various ventures, the company was yet to find a profitable and scalable model. What kind of projects should Chambal Media take on? Should they focus entirely on revenue or also consider a project’s impact? What kind of business model would allow Chambal Media to achieve performance with purpose?
Keywords: South Asia; India; Purpose; Strategy; Business Model; Leadership; Digital; Business Ventures; Change; Decision Making; Growth and Development; Management; Media; Social Enterprise; Journalism and News Industry; Media and Broadcasting Industry; Publishing Industry; Asia
Citation
Educators
Related
Gulati, Ranjay, and Kanika Jain. "Khabar Lahariya." Harvard Business School Case 425-109, June 2025.

How Firms Respond to Worker Activism: Evidence from Global Supply Chains

By: Yanhua Bird, Jodi L. Short and Michael W. Toffel
  • 2025 |
  • Working Paper |
  • Faculty Research
Social movement pressures can lead organizations to concede and improve social performance to avoid disruption costs, but we theorize that such responses evoke concession costs that prompt organizations to shift resources and attention from other social domains whose performance suffers. We test this theory by examining tradeoffs global supply chain factories make when responding to local worker activism, evidenced by varying compliance with multinational enterprises’ (MNEs’) labor standards. Analyzing audit data from thousands of Chinese suppliers, we find that suppliers in cities with more wage-related activism increased compliance with MNEs’ wage-related standards but tempered improvement in occupational health and safety. This tradeoff is more pronounced in factories with unions and high-powered productivity incentives, suggesting internal governance structures shape how suppliers respond to social movement pressures.
Keywords: Worker Activism; Labor Standards; Tradeoffs; Global Supply Chains; Internal Governance Structure; Public Opinion; Supply Chain; Corporate Accountability; Corporate Social Responsibility and Impact; Working Conditions
Citation
Read Now
Related
Bird, Yanhua, Jodi L. Short, and Michael W. Toffel. "How Firms Respond to Worker Activism: Evidence from Global Supply Chains." Harvard Business School Working Paper, No. 25-061, June 2025.

Are ESG Improvements Recognized? Perspectives from the Public Sentiments

By: Shaolong Wu
  • Summer 2025 |
  • Article |
  • Journal of Impact and ESG Investing
While Environment, Social, and Governance (ESG) increasingly guides investment management and corporate agendas nowadays, public reactions to firms' ESG performance remain under-studied. This paper fills this gap by investigating whether the public picks up firms' ESG performance changes timely and, if not, how long it takes. I propose new proxies that quantitatively measure the public's attention and sentiments regarding companies' ESG performance changes. I construct a quarterly panel combining Environment, Society, and Governance metrics and public sentiments from S&P 500 companies on X (formerly Twitter) from 2010 to 2021. I find empirical evidence that public sentiments lag significantly by one to two quarters. Using a two-period theoretical model of an ESG-aware investor, I highlight biases retail investors should caution against and provide insights into how public perception influences portfolio management. I conclude by discussing the need to align public, investor, and policymaker perceptions with actual ESG performance, which can prompt timely recognition of firms' ESG improvements and motivate better long-term commitments.
Keywords: Corporate Social Responsibility and Impact; Public Opinion; Environmental Sustainability; Corporate Governance; Investment
Citation
Register to Read
Related
Wu, Shaolong. "Are ESG Improvements Recognized? Perspectives from the Public Sentiments." Journal of Impact and ESG Investing 5, no. 4 (Summer 2025): 24–51.

IQanat: Empowering Rural Youth in Kazakhstan

By: Boris Groysberg and Maxim Pike Harrell
  • May 2025 |
  • Case |
  • Faculty Research
In June 2025, IQanat CEO Aliya Salikova considered scaling opportunities for the foundation, which provided educational opportunities for children from rural regions of Kazakhstan. Established by Kazakhstani businessman and philanthropist Aidyn Rakhimbayev, IQanat sought to address the stark disparity between academic resources in urban and rural parts of the country. The foundation developed mentorship programs and built a flagship school which admitted 100 new rural students a year on a full scholarship basis. To select its students, IQanat conducted an “Olympiad,” a set of tests that assessed 50,000 students annually on academic abilities, emotional intelligence, and specific skillsets. IQanat also offered students who did not receive scholarships access to short, intensive on-campus events or online educational programs.

By 2025, the IQanat school and programs had produced more than 2,000 alumni who had been admitted to universities in 16 countries. The initiative’s funding model had also evolved, shifting from an exclusive reliance on Rakhimbayev’s donations to a donor base of 218 trustees—Kazakhstani business leaders who oversaw IQanat at the regional or district level. Salikova planned to oversee the opening of four new schools across the country over the next 5–10 years, along with expanding access to online programs. IQanat also began partnering with universities to track the long-term outcomes of its graduates, aiming to continually improve programs that supported the career success and well-being of its students. How would the foundation sustain momentum with donors and make the most meaningful difference for generations of rural students in Kazakhstan?
Keywords: Mission and Purpose; Organizational Change and Adaptation; Leadership; Social Enterprise; Social Entrepreneurship; Growth and Development Strategy; Growth Management; Rural Scope; Philanthropy and Charitable Giving; Equality and Inequality; Education Industry; Central Asia; Kazakhstan
Citation
Educators
Purchase
Related
Groysberg, Boris, and Maxim Pike Harrell. "IQanat: Empowering Rural Youth in Kazakhstan." Harvard Business School Case 425-077, May 2025.
More Publications

Faculty

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

HBS Working Knowlege

    • 09 Apr 2024

    Sustaining a Legacy of Giving in Turkey

    Re: Christina R. Wing
    • 05 Dec 2023

    Tommy Hilfiger’s Adaptive Clothing Line: Making Fashion Inclusive

    • 15 Aug 2023

    Why Giving to Others Makes Us Happy

    Re: Ashley V. Whillans
→More Articles

Harvard Business Publishing

    • August 18, 2025
    • Article

    Boards Can Continue to Lead the Way on Climate Governance

    By: Lynn S. Paine and Suraj Srinivasan
    • May 2025
    • Case

    IQanat: Empowering Rural Youth in Kazakhstan

    By: Boris Groysberg and Maxim Pike Harrell
    • 2025
    • Book

    A Concise Business Guide to Climate Change: What Managers, Executives, and Students Need to Know

    By: J. Gunnar Trumbull
→More Harvard Business Publishing
ǁ
Campus Map
Harvard Business School
Soldiers Field
Boston, MA 02163
→Map & Directions
→More Contact Information
  • Make a Gift
  • Site Map
  • Jobs
  • Harvard University
  • Trademarks
  • Policies
  • Accessibility
  • Digital Accessibility
Copyright © President & Fellows of Harvard College.