Product details

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Abstract

This is the second of a two-case series. This case is about the pre and post-crisis leadership at a voluntary welfare organisation (VWO), the National Kidney Foundation of Singapore (NKF), tracing its growth into one of the largest charities in Singapore and the impact of this on its leadership and stakeholders. It examines the issues of change management at the VWO, as its leaders take action amidst an increasingly complex and changing external environment. The case also explores the challenges confronting the post-crisis leadership team in managing change inside the VWO after the exit of a charismatic leader, while taking action to meet the change expectations of external stakeholders.
Location:
Industry:
Size:
Largest provider of kidney dialysis in Singapore
Other setting(s):
2004-2009

About

Abstract

This is the second of a two-case series. This case is about the pre and post-crisis leadership at a voluntary welfare organisation (VWO), the National Kidney Foundation of Singapore (NKF), tracing its growth into one of the largest charities in Singapore and the impact of this on its leadership and stakeholders. It examines the issues of change management at the VWO, as its leaders take action amidst an increasingly complex and changing external environment. The case also explores the challenges confronting the post-crisis leadership team in managing change inside the VWO after the exit of a charismatic leader, while taking action to meet the change expectations of external stakeholders.

Settings

Location:
Industry:
Size:
Largest provider of kidney dialysis in Singapore
Other setting(s):
2004-2009

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