Subject category:
Ethics and Social Responsibility
Published by:
IBS Case Development Center
Length: 23 pages
Data source: Published sources
Topics:
Venture philanthropy (VP); Corporate social responsibility (CSR); Venture capitalists; Non-profit capital market; Charitable organisations; Philanthropic trusts and foundations; Social entrepreneurship; Self-sustaining philanthropy; Accountability-for-results process; Exit strategy; Professionalisation of non-profit management; Marketisation of civil society; Due diligence exercise; Engaged philanthropy; VP partners and NESsT (Non-profit Enterprise and Self-sustainability Team)
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Abstract
As the world moved into the 21st century, 'a new golden age of philanthropy' dawned in the form of venture philanthropy (VP), which aims at helping non-profit (civil society) organisations to build their organisational capacity and improve effective performance. Drawing from the venture capital model of the for-profit (private) sector, this new philanthropy is all set to revolutionise the non-profit capital market. It embraces both the policies and practices of the for-profit sector and the principles and missions of the non-profit sector, and operates with a 'Double Bottom Line'. This emerging face of philanthropy raised serious concerns, whether it would cause free markets to encroach upon the non-profit sector and lead to 'marketisation' of civil society, whether it would end corporate social responsibility in a PR game, and would hamper the independent, objective functioning of the civil society. This case throws light on VP, and glances through some of the operations of some prominent VP organisations. It also provides scope for discussing the nuances of this new model in the non-profit capital market, and its implications for both the civil society and the corporate sector. It further helps the reader compare several kinds of philanthropies such as traditional philanthropy, and Mahatma Gandhi's concept of 'Trusteeship' for social good.
Location:
Other setting(s):
2000-2004
About
Abstract
As the world moved into the 21st century, 'a new golden age of philanthropy' dawned in the form of venture philanthropy (VP), which aims at helping non-profit (civil society) organisations to build their organisational capacity and improve effective performance. Drawing from the venture capital model of the for-profit (private) sector, this new philanthropy is all set to revolutionise the non-profit capital market. It embraces both the policies and practices of the for-profit sector and the principles and missions of the non-profit sector, and operates with a 'Double Bottom Line'. This emerging face of philanthropy raised serious concerns, whether it would cause free markets to encroach upon the non-profit sector and lead to 'marketisation' of civil society, whether it would end corporate social responsibility in a PR game, and would hamper the independent, objective functioning of the civil society. This case throws light on VP, and glances through some of the operations of some prominent VP organisations. It also provides scope for discussing the nuances of this new model in the non-profit capital market, and its implications for both the civil society and the corporate sector. It further helps the reader compare several kinds of philanthropies such as traditional philanthropy, and Mahatma Gandhi's concept of 'Trusteeship' for social good.
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Location:
Other setting(s):
2000-2004