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National Kidney Foundation of Singapore (A)
By Wee Beng Geok & Yvonne Chong |
Abstract
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 to 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 action taken by the key stakeholders in managing the crisis, in particular, the major role played by the government and the action of the new leadership team at the VWO.
Instructors may wish to follow this case with "National Kidney Foundation of Singapore (B) - Leadership and Change". Case B explores the challenges confronting the post-crisis leadership team in managing change at NKF after the exit of a charismatic leader.
Issues: Fund-raising strategies and the values embedded in charitable giving; governance of charities and the VWO leadership; the board-CEO partnership; the roles and responsibilities of crisis leadership; and crisis management - crisis communication and management of stakeholders and other actors in the external environment.
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