5 Third Sector Perspective
The Stanford Social Innovation Review (SSIR) uses the term Network Leaders and “Network Entrepreneurs” to describe those who “actively catalyse networks … for systems-level social impact in environmental conservation, education, economic development, and beyond”. And it explores the concept through the work of seven case studies of network entrepreneurs.1
The seven case studies are combined and analysed in a separate paper entitled “Five Steps to Building an Effective Impact Network”2 by David Ehrlichman, David Sawyer and Jane Wei-Skillern, which identifies four network principles: “trust, not control; humility, not brand; node, not hub; and mission, not organization”, alongside five ...
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