Case Title	National Kidney Foundation of Singapore (A) - Anatomy of a Crisis
Case Author(s)	Wee Beng Geok; Yvonne Chong
University	Nanyang Technological University
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.
Available In	The Nanyang Case Collection
Publisher	The Asian Business Case Centre, NTU
Publisher Case No.	ABCC-2009-002A
Distributor(s)	The Asian Business Case Centre, NTU
Pub/Rev Date	2009
ISBN
Case Length	36 pgs
Teaching Note	No
Pub TN Ref No.
Pages (TN)
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.
Organisation(s)	National Kidney Foundation
Countries	Singapore
Industry	Government/Public/Non-profit Sector
Period Covered	1992-2005
Level	Undergraduate/Postgraduate
Links of Interest	National Kidney Foundation's Website
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