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Prof. Don Haider
Donald Haider

MANAGEMENT & STRATEGY; SOCIAL ENTERPRISE
Professor of Management & Strategy
Professor of Social Enterprise at Kellogg
Director of the Center for Nonprofit Management

Print Overview
Professor Haider has been a faculty member at the Kellogg School of Management since 1973. His responsibilities include the teaching of master’s degree candidates, directing the School’s specialization in nonprofit management and its Center for Nonprofit Management. His research interests lie in management of public and nonprofit organizations, public finance and economic development.

Professor Haider received a BA from Stanford University and a MA and PhD in Political Science from Columbia University. His governmental experience includes budget director and chief financial officer for the City of Chicago, deputy assistant secretary of the U.S. Treasury, and assistant to three directors of the U.S. Office of Management and Budget in Washington, D.C. He also serves on the boards of the Midtown Educational Foundation, Chicago Catholic Charities, the U.S. Rugby Foundation, Fender Musical Instruments and Asset Acceptance Capital Corporation, and is the Vice Chairman of the Chicago School Finance Authority.

Professor Haider is the only academic to be named both a Congressional Fellow (1967-68) and a White House Fellow (1976-77). He is the author of some 50 scholarly articles and more than 100 newspaper columns. His book, When Government Comes to Washington, is considered to be a classic in the field of federalism and intergovernmental relations. He has co-authored several books on Marketing Places (USA, Europe, Asia and Latin America) which apply business marketing concepts to marketing of places including nations, states and localities. His current research and writings adapt business sector literature on strategic alliances to nonprofit organizations.

Areas of Expertise
Nonprofit Management
Public Finance
Public Management
Public Policy
Print Vita
Education
PhD, 1973, Political Science, Columbia University
MA, 1967, Political Science, Columbia University
BA, 1964, Stanford University

Academic Positions
Assistant, Associate, Full Professor, Kellogg School of Management, Northwestern University, 1973-present
Assistant Professor, Columbia University, New York University, City College of New York, 1970-1973

Grants and Awards
Dean, National Institute for Public Finance, NAST State Treasurer’s Association, 1995-present
Guest Lecturer, The Brookings Institute, NIS Pepublics, 1995
Advisor, Committee for Economic Development (CED), 1985-1988
White House Fellow, Office Management and Budget, 1976-1977
Guest Scholar, The Brookings Institute, 1968-1969
Congressional Fellow, American Political Science Association, 1967-1968
Harriman Fellow, Arden House, Columbia University, 1966
International Fellow, Columbia University, 1964-1967
Chairman, Cook County Property Tax Commission, 2008

Editorial Positions
Editor, Nonprofit Sector Quarterly, 2009-2009
Editor, Public Administration Review, 2007-2007
Editorial Board, Economic Development Journal, 1998

 
Print Research
Research Interests
Nonprofit mergers and alliances, public finance and management, economic development

Articles
Haider, Donald. 2007. Uniting for Survival; How Nonprofits Partner. Stanford Social Innovation Review. 5(3): 52-55.
Haider, Donald. 2006. Case: Cancer Health Alliance of Metropolitan Chicago. Kellogg Case: 5-106-008.
Haider, Donald. 2004. Common Bonds: A Merger of Not-Quite Equals. Stanford Social Innovation Review. 2(2): 68-74.
Haider, Donald. 1996. The United States-Japan Gateway Awards Case of 1990: International Competition and Regulatory Theory. Public Administration Review. 56(1): 9-20.
AbstractLink
Kotler, Philip, Donald Haider and Irving Rein. 1993. Marketing Places. Futurist.: 14-21.
Other
Haider, Donald. "Chicago Public School Bailout Offers Springfield a Lesson in Parental Guidance." Crain’s Chicago Business, July 12, 2010.
Haider, Donald. "Why You Might Sit Down for This Bill." Chicago Tribune, April 29, 2010.
Books
Kotler, Philip, Donald Haider, Irving Rein and David Gertner. 2004. Marketing Places Latin America. Makron and Paidos.
Kotler, Philip, Michael Allen Hamlin, Irving Rein and Donald Haider. 2001. Marketing Asian Places. John Wiley & Sons.
Link
Kotler, Philip, Christer Asplund, Irving Rein and Donald Haider. 1999. Marketing Places Europe: How to Attract Investments, Industries, Residents and Visitors to Cities, Communities, Regions and Nations in Europe. Financial Times Management.
Kotler, Philip, Donald Haider and Irving Rein. 1993. Marketing Places: Attracting Investment, Industry and Tourism to Cities, States, and Nations. New York: The Free Press.
Cases
Haider, Donald. 2011. Back Office Cooperative. Case 5-211-254 (KEL583).
Abstract
Haider, Donald. 2006. Cancer Health Alliance of Metropolitan Chicago. Case 5-106-008 (KEL247).
Abstract
Haider, Donald. 2005. Ireland: Celtic Tiger. Case 5-305-511 (KEL141).
Abstract
Haider, Donald. 2004. Nonprofit Mergers: Suburban Job Link-STRIVE/Chicago. Case 5-104-025 (KEL063).
Abstract

 
Print Teaching
Teaching Interests
Political economy, nonprofit/social enterprises, public finance
Full-Time / Part-Time MBA
Intl Practicum/Cross-Cultural Management Practice (MGMT-512-A)
Intl Practicum/Cross-Cultural Management Practice

Strategic Management in Non-Market Environments (SEEK-441-0)

This course counts toward the following majors: Management & Strategy, Social Enterprise.

The explicit regulations and implicit norms governing a firm's market behavior are determined by myriad social, political, regulatory and legal institutions. These non-market institutions are arenas in which interest groups compete to change the rules to further their goals. This course takes the perspective of managers or consultants who must anticipate how interests and institutions within the non-market environment will react to new issues and develop strategies for affecting outcomes with the goal of improving firm performance. The course introduces students to a set of frameworks and tools that assist managers in non-market analysis and strategy development. Cases focusing on the media, activists, legislatures, regulatory agencies and international trade are used to practice applying the frameworks and formulating effective strategies.

Leading the Mission Driven Enterprises (SEEK-450-0)

This course counts toward the following majors: Social Enterprise.

This course gives students a strong understanding of for-profit and nonprofit social enterprises. It focuses on the critical issues faced by managers of mission-driven organizations. Designed for students who seek to start, lead, volunteer for, consult, fund or contribute to social enterprises — especially nonprofits — the course will address finance, accounting, strategy, marketing/fundraising and metrics-performance. We will deal with questions of organizational choice such as why an organization is nonprofit rather than for-profit; how it operates or compares to equivalent organizations; and the contribution and value of this organization relative to other forms. Case studies, group work and guest lecturers round out the classroom experience. There are no prerequisites. This is one of the three foundation courses in the Social Enterprise at Kellogg Program. It counts toward the SEEK major and the nonprofit specialization.

Board Governance of Non-Profit Organizations (Board Fellows) (SEEK-453-B)

This course counts toward the following majors: Social Enterprise

This course imparts an understanding of how nonprofit organizations are governed. It is designed for students who will serve as board members, volunteers or staff of nonprofit organizations. The intent is to help students appreciate the nature of nonprofit organizations; the roles and responsibilities of boards, the staff and volunteers; how the boards of nonprofit organizations function; and what makes boards and individual board members effective and ineffective. The course is developed through readings, lectures, discussions, and individual and group projects. Guest speakers bring additional perspectives to the class.

Board Governance of Non-Profit Organizations (Non Board Fellows) (SEEK-455-B)

This course counts toward the following majors: Social Enterprise.

This course imparts an understanding of how nonprofit organizations are governed. It is designed for students who will serve as board members, volunteers or staff of nonprofit organizations. The intent is to help students appreciate the nature of nonprofit organizations; the roles and responsibilities of boards, the staff and volunteers; how the boards of nonprofit organizations function; and what makes boards and individual board members effective and ineffective. The course is developed through readings, lectures, discussions, and individual and group projects. Guest speakers bring additional perspectives to the class.

Advanced Board Governance (SEEK-471-0)

This course counts toward the following majors: Social Enterprise .

This practicum in board governance is an extension of Board Governance of Nonprofit Organizations (SEEK-453A), in which students selected as board fellows are matched with a Chicago-area nonprofit to gain experience working with a board of directors and its leaders for an entire year. Course instruction, readings and discussions occur monthly during the academic year. A final paper is required. This course is worth a full credit (1.0 credit)

Advanced Board Governance (SEEK-471-C)

This course counts toward the following majors: Social Enterprise .

This practicum in board governance is an extension of Board Governance of Nonprofit Organizations (SEEK-453A), in which students selected as board fellows are matched with a Chicago-area nonprofit to gain experience working with a board of directors and its leaders for an entire year. Course instruction, readings and discussions occur monthly during the academic year. A final paper is required. This is course is worth a Half-credit (.5 credit)

Advanced Board Governance (SEEK-471-N)

This course counts toward the following majors: Social Enterprise .

This practicum in board governance is an extension of Board Governance of Nonprofit Organizations (SEEK-453A), in which students selected as board fellows are matched with a Chicago-area nonprofit to gain experience working with a board of directors and its leaders for an entire year. Course instruction, readings and discussions occur monthly during the academic year. A final paper is required. This course is worth zero credit (0.0 credit)