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The COVID-19 pandemic led to the recognition of some of the shortcomings of traditional philanthropic best practice. This book explores how philanthropy in emerging markets is creating, implementing, and sustaining effective solutions to large social challenges. This title is also available as Open Access on Cambridge Core.
List of contents
Foreword Mohamed A. El-Erian; Introduction Clare Woodcraft, Kamal Munir and Nitya Khemka; 1. From transactional to transformational: leveraging networks to catalyse bold philanthropic action in Asia Naina Subberwal Batra; 2. A model for promoting systems-change philanthropy by leveraging networks Olivia Leland and Silvia Bastante de Unverhau; 3. Building effective philanthropy through strategic partnerships: a case study of the Tanoto Foundation Satrijo Tanudjojo; 4. Forging multi-stakeholder partnerships: global south governments, the private sector, philanthropists and civil society Natasha M. Matic; 5. The whole is greater than the sum: forging and sustaining multi-stakeholder philanthropic partnerships in Africa beyond the pandemic Sahra Noor; 6. Gender-based violence in South Africa and multi-stakeholder partnerships: the Vodacom foundation experience Takalani Netshitenzhe; 7. Philanthropy in emerging economies: A call to invest in resilience Maysa Jalbout and Katy Bullard; 8. How strategic philanthropy can shake up the ecosystem and build resilience: a case study on increasing access to palliative care in India Rumana Hamied and Prakash Fernandes; 9. Building resilience for the Malaysian education ecosystem during the pandemic and beyond Kathleen Wai Lin Chew; 10. Creating resilience and rebuilding India through philanthropy Deval Sanghvi.
About the author
Clare Woodcraft is the former Executive Director of the Centre for Strategic Philanthropy at the University of Cambridge. She was CEO of Emirates Foundation and Deputy Director at Shell Foundation and is a board member of Fondation Chanel and WINGS. She writes about catalytic philanthropy, sustainable development and the power imbalances therein.Kamal Munir is Pro-Vice-Chancellor and Professor of Strategy and Policy at the University of Cambridge and the Academic Director of the Centre for Strategic Philanthropy. His research includes organisational inequality and strategy in the face of disruption. He has won several teaching awards and given policy advice to the World Bank, the Asian Development Bank and the State Bank of Pakistan.Nitya Mohan Khemka is Director of Global Alliances at PATH, a global health think-tank, and a visiting Fellow at the Judge Business School at the University of Cambridge where she researches topics spanning gender inequality, poverty and human development. She lectures on sustainable development and gender.
