Defense Technological Innovation describes the emerging paradigm for innovation at the US Department of Defense, and the consequent impacts on its stakeholders. Leveraging a combination of prior research, archival data, first-person observations and interviews, the authors identify practices and themes characterizing the key trends in defense innovation, describe current organizational approaches and practices, and develop a theoretical framework that elucidates the competencies required to underwrite defense innovation objectives. The findings therein are relevant to any large, technology-driven organization contending with the implications of rapid change in the high-tech landscape.

RVA Works (a shortening of Richmond, Virginia Works) is a public charity, which has demonstrated superior efficacy in educational programming for entrepreneurship. Since 2014, their work has primarily focused on providing pathways to business ownership for ethnic minorities, women, and lower-income people. Through a network of sponsors and volunteers, they have provided a weekly entrepreneur presentation series, mentorship, a cohort-based training curriculum, pro bono professional services, and other referrals. This work has raised entrepreneurs' household income levels, created new jobs, and provided strong community role models. This case allows students to evaluate challenges faced by micro-enterprise owners across America and understand the frameworks for boosting community entrepreneurship. Students will also be able to assess RVA Works' strategic growth goals, particularly considering the adoption of technology into the organization's business model. The case ultimately gives students tools to help them decide on what action RVA Works can take to maximize the extent of their social impact in balance, within the financial constraints of an operating charity.

This case addresses how the nonprofit, Habitat for Humanity, handled commercialization through mixed-revenue, mixed-income programming in Charlottesville, Virginia, USA. Four elements contributed to the successful adoption of mixed-revenue practices in the organization: the organization's prior business model; its relationship with the private sector; its programming; and its ethos.

Antwon Brinson believes in the power of culinary arts to bring about systemic social change. This case study addresses how Antwon's social venture, Culinary Concepts AB (CCAB), approached the employment crisis felt throughout the food and beverage industry, by teaching life skills through culinary arts. The company has focused heavily on working with previously incarcerated adults in Charlottesville, Virginia. This case encourages students to critically examine social interventions and explore how a socially minded startup introduces a new life skill to people most in need. Finally, the case provides a context for students to learn about different opportunities and challenges in the culinary arts industry and ways to maximize the industry's impact.

We describe the ethical leadership dilemmas confronting Verdant Power. Formed in 2000, this New York City marine renewable energy company develops projects and technology that delivers electricity directly into the local power grid. Set in early 2010, the case outlines the tensions, challenges and costs (both financial and time) that management faces as it attempts to commercialize a technology in an industry with strict and rigid regulatory policies. The key teaching objectives of the case include a) understanding the leadership role that the company must assume in paving the way for regulatory reform for US-based marine renewable technology ventures, and b) appreciating the importance and implications of sustainability given the pursuit of the financial and environmental mission of the founders.

In this case, we study the growth, evolution, and innovation of Takeout 25, a socially minded initiative that helped revitalize Oak Park's restaurant industry and local economy in the midst of the COVID-19 pandemic. The brainchild of Ravi Parakkat, an Oak Park citizen and village trustee, Takeout 25's mission was to orchestrate a movement championing the need for financially viable, community-oriented solutions to keep residents safe while allowing restaurants to prosper. By engaging closely with the local community and building partnerships with a range of restaurants and small businesses, Takeout 25 has set itself apart as a viable model for Oak Park and other cities nationally to adopt to counter the economic fallout of the pandemic. In addition to investigating the Takeout 25 team's social motivations and shared values that contributed to the initiative's goals and vision, students will discuss the various strategic decisions and dilemmas the team faces as they seek to maximize impact in the years ahead.

ReadWrite Digital is an education technology startup that offers software to K-12 schools in the United States to provide education analytics and personalized education planning. Founded in 2012 by Rob Simms, the current President and CTO, ReadWrite Digital built, developed, and launched two unique products, Integrator and Analytics, providing an end-to-end solution for data collection from disparate systems creating rich analytics for student performance in one place. ReadWrite Digital's software makes student information accessible for data-driven instruction needs and enables educators to be able to discern with clarity the 20% of the K-12 student population (55 million) in the United States that are at risk of not graduating high school. The case will investigate the team's social motivations and shared values that contribute to the organization's goals and vision. Further, the case will discuss the various strategic decisions and dilemmas the organization faced as they sought to maximize impact. Finally, the case will offer some of the lessons learned and potential new directions which ReadWrite Digital had proposed to take.

In this case study, readers will analyze the growth, evolution, and innovation of Rebecca's Natural Food, a socially minded grocer that provides locally sourced, sustainable, and healthy products for the public. Founded in 1987 by Norman Dill, the organization's mission was to orchestrate a movement championing the need for healthy, sustainable, anti-hormone, fresh local food. To do so, the organization took a unique social entrepreneurial approach. By engaging closely with the local community and building partnerships with a range of small businesses, the organization has been able to set itself apart as a business that meets exceptional standards. The case will investigate the team's social motivations and shared values that contribute to the organization's goals and vision. Further, the case will discuss the various strategic decisions and dilemmas the organization faces as they seek to maximize impact in the years ahead. Finally, the case will offer some of the lessons learned and potential new directions Rebecca's Natural Food has proposed to take.