Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.

Abstract

This is the first of a two-case series. This case study is about the National Kidney Foundation of Singapore (NKF), a major voluntary welfare organisation (VWO) and examines the issues leading to a leadership crisis in the organisation in 2005. It explores the moves and initiatives taken by the CEO between 1992 and 2005 to build the NKF brand and reach; in particular, his fund-raising model, in the context of the social space in which charities in Singapore operated during that period. The case also explores the impact of NKF's fund-raising model and strategies on the organisation and its external environment including the pre-crisis relationships between the NKF leadership and its various stakeholders as well as the post-crisis responses of stakeholders to the VWO. Finally, the case discusses the immediate actions taken by the key stakeholders in managing the crisis, in particular, the major role played by the government and the actions of the new leadership team at the VWO.
Location:
Industry:
Size:
Largest provider of kidney dialysis in Singapore
Other setting(s):
2005

About

Abstract

This is the first of a two-case series. This case study is about the National Kidney Foundation of Singapore (NKF), a major voluntary welfare organisation (VWO) and examines the issues leading to a leadership crisis in the organisation in 2005. It explores the moves and initiatives taken by the CEO between 1992 and 2005 to build the NKF brand and reach; in particular, his fund-raising model, in the context of the social space in which charities in Singapore operated during that period. The case also explores the impact of NKF's fund-raising model and strategies on the organisation and its external environment including the pre-crisis relationships between the NKF leadership and its various stakeholders as well as the post-crisis responses of stakeholders to the VWO. Finally, the case discusses the immediate actions taken by the key stakeholders in managing the crisis, in particular, the major role played by the government and the actions of the new leadership team at the VWO.

Settings

Location:
Industry:
Size:
Largest provider of kidney dialysis in Singapore
Other setting(s):
2005

Related