| May 2012 | SocialMedia-ThreatsandOpportunities Diermeier, Daniel. "Social Media - Threats and Opportunities." 21st Annual Corporate Governance Conference. Invited panelist, May 2012. | Other |
| March 2012 | ReputationManagement | Other |
| June 2012 | ProceduralChoiceinMajoritarianOrganizations Diermeier, Daniel. "Procedural Choice in Majoritarian Organizations." CIFAR Institutions, Organizations and Growth. | Other |
| June 2011 | AnatomyofCorporateCampaigns Diermeier, Daniel. "Anatomy of Corporate Campaigns." Greenpeace Corporate Campaigning Summit. Panelist. | Other |
| 2013 | EdelmansTrustBarometer2013 | Other |
| 2013 | SanFranciscoInternationalAirportandQuantumSecuresSAFEforAviationSystemMakingtheBusinessCaseforCorporateSecurity Diermeier, Daniel and Evan Meagher. 2013. San Francisco International Airport and Quantum Secure’s SAFE for Aviation System: Making the Business Case for Corporate Security. Case 5-312-503. Abstract
In 2008 San Francisco International Airport (known by its three-letter airport code, SFO) had announced a $383 million plan to renovate and reopen Terminal 2. Assistant deputy director of aviation security Kim Dickie and her team had selected Quantum Secure’s SAFE software suite as the new Terminal 2 credentialing system, but she needed to develop a business case quickly that would convince senior management to give the green light to fund the purchase.
The case describes a scenario that occurs frequently in the real world, in which a decision offers some real but qualitative value in ways that are difficult or impossible to quantify. The discussion and analysis gives students the opportunity to consider the factors that will drive the internal rate of return (IRR), net present value (NPV), and discounted payback period calculations without constructing comprehensive spreadsheet models. Analyzing the case suggests the limits of such approaches in cases where perceived value is difficult to quantify.
The case prepares students to evaluate and justify purchasing requests when interacting with financial gatekeepers such as CFOs and CEOs by introducing a framework to analyze the quantifiable benefits of a capital expenditure while keeping in mind important intangible benefits.
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| 2012 | ADynamicTheoryofParliamentaryDemocracy | Article |
| 2012 | ANewMissionStatementfortheMBCCorporation Feddersen, Timothy and Susan Edwards. 2012. A New Mission Statement for the MBC Corporation. Case 5-112-002 (KEL710). Abstract
Dave Williams has taken over as CEO for MBC Corporation and wants to change the mission statement of the company. However, he needs to get approval from four shareholders: a former board chairman, his father and current board chairman, and two members of his own executive team. Williams must navigate the varying dynamics and opinions of the shareholders to gain their buy-in and create a new mission statement that will take MBC on a new path for the future.
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| 2012 | BaxterDialysisCrisis Abstract
Global healthcare giant Baxter International Inc. was the leader in the $7 billion market for the development, manufacture, and global distribution of dialysis products. But its dominance was threatened in late 2001, when patients with end stage renal disease all over the globe began dying within hours of using Baxter's dialyzers. Harry Kraemer, the CEO of Baxter, had shaped the company culture around three values—respect, responsiveness, and results—and emphasized that all employees' decisions and actions be informed by these values. How would Baxter respond to this crisis in keeping with the company values?
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| 2012 | BuyCoalACaseforSupply-SideEnvironmentalPolicyJournalofPoliticalEconomy Harstad, Bard. 2012. Buy Coal! A Case for Supply-Side Environmental Policy, Journal of Political Economy. Journal of Political Economy. 120(1): 77-115. Abstract
Free-riding is at the core of environmental problems. If a climate coalition reduces its emissions, world prices change and nonparticipants typically emit more; they may also extract the dirtiest type of fossil fuel and invest too little in green technology. The coalition ís second-best policy distorts trade and it is not time-consistent. However, suppose the countries can trade the rights to exploit fossil fuel deposits: As soon as the market clears, the above-mentioned problems vanish and the first-best is implemented. In short, the coalition ís best climate policy is to simply buy foreign deposits and conserve them.
| Article |
| 2012 | ChangeComesataCost Haider, Donald and Franz Wohlgezogen. 2012. Change Comes at a Cost. Stanford Social Innovation Review. 10(1): 66-71. | Article |
| 2012 | EconomicsofStrategy Dranove, David, David Besanko, Mark Shanley and Scott Schaefer. 2012. Economics of Strategy. Hoboken, N.J.: John Wiley & Sons, 6th edition. | Book |
| 2012 | EstablishingRelevancywithSr.ManagementandtheBoardofDirectors.Keynote Diermeier, Daniel. "Establishing Relevancy with Sr. Management and the Board of Directors. Keynote." Quantum Secure's Next Generation CSOs: the SECURE View from the Top, February 2012. | Other |
| 2012 | GainingPublicAcceptanceforEmergingTechnologies-TheCaseofBiotech Diermeier, Daniel. 2012. "Gaining Public Acceptance for Emerging Technologies - The Case of Biotech.". | Book Chapter |
| 2012 | GeneralityRecombinationandRe-Use Jones, Benjamin F. 2012. "Generality, Recombination, and Re-Use." In The Rate and Direction of Inventive Activity Revisited, edited by Josh Lerner and Scott Stern, 656-661. Chicago: University of Chicago Press. | Book Chapter |
| 2012 | LanguageandIdeologyinCongress Diermeier, Daniel, Jean-Francois Godbout, Stefan Kaufmann and Bei Yu. 2012. Language and Ideology in Congress. British Journal of Political Science. 42(1): 31-55. | Article |
| 2012 | LegaciesthatStemfromKempes1976CallforaSystemofPrevention Donnelly, Anne Cohn. 2012. "Legacies that Stem from Kempe's 1976 Call for a System of Prevention." In C. Henry Kempe: A 50 Year Legacy to the Field of Child Abuse and Neglect, edited by Richard D. Krugman and Jill Korbin, 145-155. New York: Springer Scientific. | Book Chapter |
| 2012 | MicawberCapitalForMissionorProfit Austen-Smith, David and Jeffery C Burrell. 2012. Micawber Capital: For Mission or Profit?. Case 5-112-005 (KEL712). Abstract
In July 2010 Robert Drake, senior director at Micawber Capital, one of India’s largest microfinance organizations, needed to recommend a corporate structure and organization for Micawber after its scheduled IPO in August 2010.
The IPO would bring to Micawber new stakeholders, primarily financial institutions. Drake was skeptical that the new investors shared Micawber’s commitment to help alleviate poverty in rural India through microcredit loans; he assumed their primary interest was a good return on their investments. The two objectives—increasing ROI and meeting the financial needs of the poor—seemed at odds with each other.
Drake had to consider how the interests of clients and investors would be represented in strategic decisions so that they balanced the conflicting values of the stakeholders.
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| 2012 | MoralSignalsPublicOutrageandImmaterialHarms Diermeier, Daniel, David Tannenbaum and Eric Uhlmann. 2012. Moral Signals, Public Outrage, and Immaterial Harms. Journal of Experimental Social Psychology. 47: 1249-1254. | Article |
| 2012 | NonmarketActionandtheInternationalCounter-MoneyLaunderingAct Feddersen, Timothy and Kimia Rahimi. 2012. Nonmarket Action and the International Counter-Money Laundering Act . Case 5-411-756 (KEL649). Abstract
The case describes the international problem of money laundering and summarizes U.S. bank regulations aimed at reducing money laundering activities. The introduction of H.R. 3886 in 2000 was one in a series of attempts to formalize U.S. banks’ monitoring of their customers. The bill was prompted by a government report that named and criticized U.S. banks for laundering billions of dollars linked to drug trafficking, fraud, and organized crime. Interest groups in favor of H.R. 3886 were predominantly law enforcement agencies that viewed current anti-money laundering laws as ineffective. Groups opposed to the bill included the American Civil Liberties Union, which believed that the collection of more information about bank customers’ activities was an invasion of privacy, and the American Bankers Association, which claimed that the legislation would impose unnecessary costs on banks.
The case can be used to introduce the distributive politics framework for analyzing nonmarket issues and formulating non-market strategies in the context of government institutions. The epilogue reveals that H.R. 3886 died before it ever reached the House floor, but that an expanded version of the legislation ultimately passed—with the support of stakeholders who originally fought it—as part of the USA PATRIOT Act after the terrorist attacks of September 11, 2001. This stance reversal provides an opportunity to explore how events, public opinion, and the media can create windows of policy opportunity.
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| 2012 | ReputationRules Diermeier, Daniel. "Reputation Rules." Public Gaming Research Institute Lottery Expo 2012. Keynote. Miami, Florida. | Other |
| 2012 | RiskCrisisandReputationManagement-MeetingtheChallenges Diermeier, Daniel, Beata Beigman-Klebanov and Eyal Beigman. "Risk, Crisis, and Reputation Management - Meeting the Challenges." International Pipeline Conference Foundation. Keynote. Calgary, Ontario. | Other |
| 2012 | TheCommunicationOrientationModelExplainingtheDiverseEffectsofSightSoundandSynchronicityonNegotiationandGroupDecisionMakingOutcomes Diermeier, Daniel, Victoria Medvec, Adam Galinsky and Roderick I. Swaab. 2012. The Communication Orientation Model: Explaining the Diverse Effects of Sight, Sound, and Synchronicity on Negotiation and Group Decision Making Outcomes. Personality and Social Psychology Review. 16(1): 25-53. | Article |
| 2012 | TheContinuingChallengeofRenewingTrustandProtectingReputation Diermeier, Daniel. "The Continuing Challenge of Renewing Trust and Protecting Reputation." Third National Summit on Strategic Communications. Featured speaker, April 2012. | Other |
| 2012 | TheEconomicsofPredationWhatDrivesPricesWhenThereisLearning-by-Doing Besanko, David, Ulrich Doraszelski and Yaroslav Kryukov. 2012. The Economics of Predation: What Drives Prices When There is Learning-by-Doing?. | Article |
| 2012 | TheEconomicsofPredationWhatDrivesPricesWhenThereisLearning-by-DoingOnlineAppendix Besanko, David, Yaroslav Kryukov and Ulrich Doraszelski. 2012. The Economics of Predation: What Drives Prices When There is Learning-by-Doing?: Online Appendix. | Article |
| 2012 | TheImpactofMarketStructureandLearningontheTradeoffBetweenRDCompetitionandCollaboration Besanko, David and Jianjun Wu. Forthcoming. The Impact of Market Structure and Learning on the Tradeoff Between R&D Competition and Collaboration. | Article |
| 2012 | TheNightMinistryFacingtheLossofaFounder Donnelly, Anne Cohn and Sara Lo. 2012. The Night Ministry: Facing the Loss of a Founder. Case 5-112-004 (KEL667). Abstract
Paul Hamann was senior vice president of The Night Ministry, a Chicago-based not-for-profit organization. In October 2003 he received a phone call from the wife of the Reverend Tom Behrens, the founding president and the public face of the organization. She told Hamann that Behrens had suffered a massive stroke and that doctors were unsure of his prognosis.
Behrens had been walking the streets of run-down Chicago neighborhoods since 1976, looking for people in despair, listening to their needs, and offering them a helping hand and a consoling presence. In the intervening twenty-seven years, he had built The Night Ministry into a well-known organization that helped thousands of adults and youth every year.
No succession plan, if one existed, had ever been conveyed to senior management. Now Hamann was unsure when or even if Behrens would be able to work again. If Behrens returned to work, would he be able to continue to lead the organization? If not, who would lead The Night Ministry going forward, even if it were just for the near term, and who would make that decision? How would the community and major donors react to a new leader?
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| 2012 | TheNorthSideChildrensAgencyAFinancesversusMission Donnelly, Anne Cohn and Trinita Logue. 2012. The North Side Children’s Agency (A): Finances versus Mission. Case 5-112-006(A) (KEL660). Abstract
The North Side Children’s Agency (NSCA) was a twenty-three-year-old nonprofit organization founded to serve very low-income working parents who qualified for income-based government child care subsidies. In support of its mission, the NSCA operated year-round, full-day child care programs at seven different sites for children from six weeks through twelve years of age. It employed a standard nonprofit governance model with a volunteer board of directors, each of whom was assigned to one of six committees, which functioned quite independently.
After years of success, in 2004 the NSCA faced a serious cash shortage and its first deficit in a decade. Board members were not only surprised by the crisis but also unprepared to deal with the short- and long-term issues it raised. Board members required strong leadership to organize them to identify the causes of the crisis and think strategically about the organization’s response.
| Case |
| 2012 | TheNorthSideChildrensAgencyBFinancesversusMission Donnelly, Anne Cohn and Trinita Logue. 2012. The North Side Children’s Agency (B): Finances versus Mission. Case 5-112-006(B) (KEL661). Abstract
The North Side Children’s Agency (NSCA) was a twenty-three-year-old nonprofit organization founded to serve very low-income working parents who qualified for income-based government child care subsidies. In support of its mission, the NSCA operated year-round, full-day child care programs at seven different sites for children from six weeks through twelve years of age. It employed a standard nonprofit governance model with a volunteer board of directors, each of whom was assigned to one of six committees, which functioned quite independently.
After years of success, in 2004 the NSCA faced a serious cash shortage and its first deficit in a decade. Board members were not only surprised by the crisis but also unprepared to deal with the short- and long-term issues it raised. Board members required strong leadership to organize them to identify the causes of the crisis and think strategically about the organization’s response.
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| 2012 | TheStrategicSamaritanHowEffectivenessandProximityAffectCorporateResponsestoExternalCrises Diermeier, Daniel, Adam Galinsky and Jennifer Jordan. 2012. The Strategic Samaritan: How Effectiveness and Proximity Affect Corporate Responses to External Crises. Business Ethics Quarterly. 22(4): 621-648. | Article |
| 2011 | ABehavioralTheoryofElections Bendor, Jonathan, Daniel Diermeier, David A. Siegel and Michael M. Ting. 2011. A Behavioral Theory of Elections. Princeton, New Jersey: Princeton University Press. | Book |
| 2011 | ACitysDesertNoApplesintheBigAppleA Jones, Jamie and Jennifer Rowland. 2011. A City’s Desert: No Apples in the Big Apple? (A). Case 5-410-758(A) (KEL521). Abstract
The New York City Department of Health and Mental Hygiene’s Physical Activity and Nutrition Program needed to come up with an innovative solution to the many health problems, such as obesity, diabetes, and heart disease that plagued residents of poorer areas in the city, while increasing economic opportunity for neighborhood residents. The result was the launching of Green Carts, a new mobile food vending initiative to support the introduction of healthier food options to residents of “food deserts” in New York City boroughs. The challenge was navigating the diverse landscape of players and engaging all of the relevant stakeholders to come up with a solution that was both feasible and sustainable.
This case exemplifies the how partnership and strategic alliances can be used to have significant social impact. The beauty of this example is that it simultaneously addresses two large social issues: 1) access to healthy food options in urban food deserts and 2) creating self-employment opportunities for members of disadvantaged communities. This case also illustrates how the public sector can act as social innovators.
| Case |
| 2011 | ACitysDesertNoApplesintheBigAppleB Jones, Jamie and Jennifer Rowland. 2011. A City’s Desert: No Apples in the Big Apple? (B). Case 5-410-758(B) (KEL522). Abstract
The New York City Department of Health and Mental Hygiene’s Physical Activity and Nutrition Program needed to come up with an innovative solution to the many health problems, such as obesity, diabetes, and heart disease that plagued residents of poorer areas in the city, while increasing economic opportunity for neighborhood residents. The result was the launching of Green Carts, a new mobile food vending initiative to support the introduction of healthier food options to residents of “food deserts” in New York City boroughs. The challenge was navigating the diverse landscape of players and engaging all of the relevant stakeholders to come up with a solution that was both feasible and sustainable.
This case exemplifies the how partnership and strategic alliances can be used to have significant social impact. The beauty of this example is that it simultaneously addresses two large social issues: 1) access to healthy food options in urban food deserts and 2) creating self-employment opportunities for members of disadvantaged communities. This case also illustrates how the public sector can act as social innovators.
| Case |
| 2011 | AgeDynamicsinScientificCreativity Jones, Benjamin F. 2011. Age Dynamics in Scientific Creativity. Proceedings of the National Academy of Sciences. 108(47): 18855-19096. | Article |
| 2011 | ArthurAndersenATheWasteManagementCrisis Diermeier, Daniel, Robert J. Crawford and Charlotte Snyder. 2011. Arthur Andersen (A): The Waste Management Crisis. Case 5-205-253(A) (KEL558). Abstract
The cases describe the demise of Arthur Andersen, a firm that had long set the industry standard for professionalism in accounting and auditing. Once an example of strong corporate culture with a commitment to public service and independent integrity, Andersen saw its culture and standards weaken as it grew explosively and changed its mode of governance.
The (A) case describes a crisis precipitated by the admission of Waste Management, a major Andersen client, that it overstated its pretax earnings by $1.43 billion from 1992 to 1996. The resulting Securities and Exchange Commission (SEC) investigation ended with Andersen paying a $7 million fine, the largest ever levied against an accounting firm, and agreeing to an injunction that effectively placed the accounting giant on probation. Students analyze the causes of Andersen’s problems and advise Andersen leadership.
The (B) case covers Arthur Andersen’s relationship with Enron, one of the great success stories of the “new economy” boom. When Enron’s aggressive use of off-balance sheet partnerships became impossible to hide in autumn 2001, news reports stated that Andersen auditors had engaged in extensive shredding of draft documents and associated communications with Enron. Students are asked to act as crisis management consultants to Andersen CEO Joe Berardino.
The (C) case details Andersen’s collapse following its indictment and conviction on criminal charges of obstructing justice in the Enron case. Its conviction was later overturned by the U.S. Supreme Court on narrow technical grounds, but by then Andersen had ceased to exist, eighty-nine years after Arthur E. Andersen had taken over a small accounting firm in Chicago. Students can focus on the impact of media on a reputational crisis.
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| 2011 | ArthurAndersenBFromWasteManagementtoEnron Diermeier, Daniel, Robert J. Crawford and Charlotte Snyder. 2011. Arthur Andersen (B): From Waste Management to Enron. Case 5-205-253(B) (KEL559). Abstract
The cases describe the demise of Arthur Andersen, a firm that had long set the industry standard for professionalism in accounting and auditing. Once an example of strong corporate culture with a commitment to public service and independent integrity, Andersen saw its culture and standards weaken as it grew explosively and changed its mode of governance.
The (A) case describes a crisis precipitated by the admission of Waste Management, a major Andersen client, that it overstated its pretax earnings by $1.43 billion from 1992 to 1996. The resulting Securities and Exchange Commission (SEC) investigation ended with Andersen paying a $7 million fine, the largest ever levied against an accounting firm, and agreeing to an injunction that effectively placed the accounting giant on probation. Students analyze the causes of Andersen’s problems and advise Andersen leadership.
The (B) case covers Arthur Andersen’s relationship with Enron, one of the great success stories of the “new economy” boom. When Enron’s aggressive use of off-balance sheet partnerships became impossible to hide in autumn 2001, news reports stated that Andersen auditors had engaged in extensive shredding of draft documents and associated communications with Enron. Students are asked to act as crisis management consultants to Andersen CEO Joe Berardino.
The (C) case details Andersen’s collapse following its indictment and conviction on criminal charges of obstructing justice in the Enron case. Its conviction was later overturned by the U.S. Supreme Court on narrow technical grounds, but by then Andersen had ceased to exist, eighty-nine years after Arthur E. Andersen had taken over a small accounting firm in Chicago. Students can focus on the impact of media on a reputational crisis.
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| 2011 | ArthurAndersenCTheCollapseofArthurAndersen Diermeier, Daniel, Robert J. Crawford and Charlotte Snyder. 2011. Arthur Andersen (C): The Collapse of Arthur Andersen. Case 5-205-253(C) (KEL560). Abstract
The cases describe the demise of Arthur Andersen, a firm that had long set the industry standard for professionalism in accounting and auditing. Once an example of strong corporate culture with a commitment to public service and independent integrity, Andersen saw its culture and standards weaken as it grew explosively and changed its mode of governance.
The (A) case describes a crisis precipitated by the admission of Waste Management, a major Andersen client, that it overstated its pretax earnings by $1.43 billion from 1992 to 1996. The resulting Securities and Exchange Commission (SEC) investigation ended with Andersen paying a $7 million fine, the largest ever levied against an accounting firm, and agreeing to an injunction that effectively placed the accounting giant on probation. Students analyze the causes of Andersen’s problems and advise Andersen leadership.
The (B) case covers Arthur Andersen’s relationship with Enron, one of the great success stories of the “new economy” boom. When Enron’s aggressive use of off-balance sheet partnerships became impossible to hide in autumn 2001, news reports stated that Andersen auditors had engaged in extensive shredding of draft documents and associated communications with Enron. Students are asked to act as crisis management consultants to Andersen CEO Joe Berardino.
The (C) case details Andersen’s collapse following its indictment and conviction on criminal charges of obstructing justice in the Enron case. Its conviction was later overturned by the U.S. Supreme Court on narrow technical grounds, but by then Andersen had ceased to exist, eighty-nine years after Arthur E. Andersen had taken over a small accounting firm in Chicago. Students can focus on the impact of media on a reputational crisis.
| Case |
| 2011 | BackOfficeCooperative Haider, Donald. 2011. Back Office Cooperative. Case 5-211-254 (KEL583). Abstract
Bryan Preston, CEO of the Back Office Cooperative, leads several large human service providers through the process of building a shared-services platform to leverage scale and efficiencies. This successful collaboration matches the business case for restructuring against the constraints of mission-driven enterprises.
| Case |
| 2011 | BargainingOvertheBudget Diermeier, Daniel and Po Han Fong. 2011. Bargaining Over the Budget. Social Choice and Welfare. 36(3-4): 565-589. Abstract
This article presents a theory of government expenditure and identifies how an inefficient government budget is shaped by its initial size and allocation. Assuming that the parties in the legislative body agree with the optimal size of a government budget but have conflict of interests over its allocation, we show that, if the initial budget size is sufficiently large and the initial allocation is sufficiently unequal, in equilibrium the budget size is greater than what it would be had the initial budget size been sufficiently small.
| Article |
| 2011 | BribesLobbyingandDevelopment Harstad, Bard and Jakob Svensson. 2011. Bribes, Lobbying and Development. American Political Science Review. 105(1): 46-63. Abstract
When faced with a regulatory constraint, firms can either comply, bribe the regulator to get around the rule, or lobby the government to relax it. We analyze this choice, and its consequences, in a simple dynamic model. In equilibrium, when the level of development is low, firms are more inclined to bend the rule through bribing but they tend to switch to lobbying when the level of development is sufficiently high. Bribing, however, is associated with hold-up problems, which discourage firms from investing. If the hold-up problems are severe, firms will never invest enough to make lobbying worthwhile. The country may then be stuck in a poverty trap with bribing forever. The model can account for the common perception that bribing is relatively more common in poor countries while lobbying is relatively more common in rich ones.
| Article |
| 2011 | BuildingaReputationManagementCapability Diermeier, Daniel. 2011. Building a Reputation Management Capability. White Paper for Edelman Crisis & Issues Management. | Article |
| 2011 | CaseStudyErgo | Article |
| 2011 | CaseStudyWalmart | Article |
| 2011 | CEOsMustLeadtheWayinReputationManagement Diermeier, Daniel. 2011. CEOs Must Lead the Way in Reputation Management. PRWeek.: 25. | Article |
| 2011 | CoalitionExperiments Diermeier, Daniel. 2011. "Coalition Experiments." In Handbook of Experimental Political Science, edited by J.N. Druckman, D.P. Green, J.H. Kuklinski, A. Lupia, 399-412. New York: Cambridge University Press. | Book Chapter |
| 2011 | CorporateSustainabilityAgendasfromtheBottomAp Soderstrom, Sara and Klaus Weber. 2011. Corporate Sustainability Agendas from the Bottom Ap. European Business Review. March/April: 6-9. | Article |
| 2011 | ExecutiveControlandLegislativeSuccess Diermeier, Daniel and Razvan Vlaicu. 2011. Executive Control and Legislative Success. The Review of Economic Studies. 78(3): 846-871. | Article |
| 2011 | LeadershipandVisionatBarringtonUnitedMethodistChurchA Howard, Liz Livingston. 2011. Leadership and Vision at Barrington United Methodist Church (A). Case 5-211-258(A). Abstract
“The building is gone but the Church is still here” was the immediate thought of Pastor Jim Wilson as he watched his church structure burn to the ground in 1998. Pastor Wilson realized that as the leader of the congregation, he needed to take action to manage the crisis and to lead his congregation to a new vision of the future that might be quite different than the past. His choice of leadership style, his gathering a team of leaders around him and his creation of a strong vision for the future are lessons that nonprofit and for-profit leaders can learn from through this case. The case chronicles the story of leadership and change management that led BUMC from the ashes to a new building and a strong, growing congregation.
The case brings to light several critical issues in nonprofit management: change management, leadership and vision, changing demographics and environment, and crisis management.
| Case |
| 2011 | LeadershipandVisionatBarringtonUnitedMethodistChurchB Howard, Liz Livingston. 2011. Leadership and Vision at Barrington United Methodist Church (B). Case 5-211-258(B). Abstract
“The building is gone but the Church is still here” was the immediate thought of Pastor Jim Wilson as he watched his church structure burn to the ground in 1998. Pastor Wilson realized that as the leader of the congregation, he needed to take action to manage the crisis and to lead his congregation to a new vision of the future that might be quite different than the past. His choice of leadership style, his gathering a team of leaders around him and his creation of a strong vision for the future are lessons that nonprofit and for-profit leaders can learn from through this case. The case chronicles the story of leadership and change management that led BUMC from the ashes to a new building and a strong, growing congregation.
The case brings to light several critical issues in nonprofit management: change management, leadership and vision, changing demographics and environment, and crisis management.
| Case |
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