Prof. Don Haider
Donald Haider

MANAGEMENT & STRATEGY; SOCIAL ENTERPRISE
Professor of Management & Strategy
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, Vice Chairman of the Chicago School Finance Authority, 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 and the U.S. Rugby Foundation.

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, won the Martha Derthick 2012 Best Book Award on 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 deals with strategic restructuring of nonprofit organizations - - partnerships, mergers, alliances and shared service networks.

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

Other Professional Experience
Board, Asset Acceptance Capital Corporation (1996)
Board, Catholic Charities of the Archdiocese of Chicago (1996)
Board, Midtown Educational Foundation (1990)
Board, Fender Musical Instruments (1995)
Board, U.S. Rugby Foundation (1983)

Grants and Awards
2012 Martha Derthick Best Book Award, American Political Science Association
"When Governments Come to Washington"
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
Editorial Board, Economic Development Journal, 1998-2012
Editor, Nonprofit Sector Quarterly, 2009-2009
Editor, Public Administration Review, 2007-2007

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

Articles
Haider, Donald and Franz Wohlgezogen. 2012. Change Comes at a Cost. Stanford Social Innovation Review. 10(1): 66-71.
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.
Kotler, PhilipDonald 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, PhilipDonald 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.
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, PhilipDonald 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).
Haider, Donald. 2006. Cancer Health Alliance of Metropolitan Chicago. Case 5-106-008 (KEL247).
Haider, Donald. 2005. Ireland: Celtic Tiger. Case 5-305-511 (KEL141).
Haider, Donald. 2004. Nonprofit Mergers: Suburban Job Link-STRIVE/Chicago. Case 5-104-025 (KEL063).

 
Print Teaching
Teaching Interests
Political economy, nonprofit/social enterprises, public finance
Full-Time / Part-Time MBA
Leading the Mission Driven Enterprise (KPPI-450-0)

This course counts toward the following majors: Social Enterprise.

Formerly SEEK-450-0

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 (KPPI-453-B)

This course counts toward the following majors: Social Enterprise

Formerly SEEK-453-B

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 (KPPI-471-0)

This course counts toward the following majors: Social Enterprise .

Formerly SEEK-471-0

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 (Half-Credit) (KPPI-471-C)

Formerly SEEK-471-C



Advanced Board Governance (non-credit) (KPPI-471-N)
Formerly SEEK-471-N

Education Consulting Lab  (KPPI-918-0)

Formerly SEEK-918-0

Education Consulting Lab is a 1-credit course that takes place during Winter and Spring quarters. It is open to both first and second year Kellogg students who are interested in consulting, the education industry, or both. Participants work in teams of 4 – 5 students with 1 student serving as a Team Leader to complete a strategic consulting project for Chicago Public Schools. Teams will work with high-level client contacts at Chicago Public Schools to scope the problem, collect data, analyze information and present final recommendations on real-world, real-time issues at America’s 3rd largest public school district. Note: This course may not be dropped after the first week of the quarter.

Education Consulting Lab (Half Credit) (KPPI-918-B)

Formerly SEEK-918-B

Education Consulting Lab is a 1-credit course that takes place during Winter and Spring quarters. It is open to both first and second year Kellogg students who are interested in consulting, the education industry, or both. Participants work in teams of 4 – 5 students with 1 student serving as a Team Leader to complete a strategic consulting project for Chicago Public Schools. Teams will work with high-level client contacts at Chicago Public Schools to scope the problem, collect data, analyze information and present final recommendations on real-world, real-time issues at America’s 3rd largest public school district. Note: This course may not be dropped after the first week of the quarter.

Intl Practicum/Cross-Cultural Management Practice (MGMT-512-A)
Intl Practicum/Cross-Cultural Management Practice