Donald Haider

Haider, Donald. 1996. The United States-Japan Gateway Awards Case of 1990: International Competition and Regulatory Theory. Public Administration Review. 56(1): 9-20.

Competitive forces are producing changes in regulatory decision making in once highly regulated domestic industries. Where such changes have occurred, regulatory theory needs to reflect these new dynamics. To support this hypothesis, the author draws upon a major U.S. Department of Transportation airline awards case where regulatory officials had to decide which combination of new and expanded U.S. carrier service to Japan would provide "the greatest public benefit over time." The evidence suggests that the department's decision turned on a broader rather than narrower view of competition. That is, greater public benefits were to be achieved by strengthening U.S. carrier competition against foreign carriers thereby providing more competition among U.S. carriers. In making this decision, regulators also had to consider "civic support" for specific carrier awards from cities, states, and consumer stakeholders who would benefit from new and expanded service. Thus, the political competition for six awards (three of which were the Tokyo prize) pitted nine U.S. carriers and dozens of cities, states, and airport authorities against one another in one of the most celebrated route award cases in departmental memory. In an earlier period of airline regulation, the author contends that the issues and outcomes would likely have been different. However, a changed competitive arena has altered regulatory decisions. As such, the case seeks to break new ground in viewing regulatory politics.

Haider, Donald. 2005. Ireland: Celtic Tiger. Case 5-305-511 (KEL141).

This case is about Ireland’s economic development over the past 100-plus years and how the government turned this small island’s economy around. Ireland’s population had dropped from 8 million in the late nineteenth century to 3 million by 1990. It was considered the poorest EU country, known for its extreme poverty, high unemployment, and bleak economic future. Through increased linkage to Europe, Ireland became a global trading economy. Their overall success stems from a low tax rate, well educated population, and a skilled and flexible workforce. The case explores all of these aspects of Ireland’s “economic miracle.”

Haider, Donald. 2006. Cancer Health Alliance of Metropolitan Chicago. Case 5-106-008 (KEL247).

This case is about how four independent, community-based, non-medical centers that offered professional services and programs to cancer patients on a voluntary non-fee basis in the 1990s came together to form The Cancer Health Alliance in 2003-2004 as a separate nonprofit to help them achieve more of their mission and be more sustainable.

The learning objective of this case is to understand why it is so difficult for small independent nonprofits with similar missions, activities, programs, and funding to collaborate to achieve more mission. It also teaches students to understand how less complex nonprofit alliances begin, how they progress along an alliance continuum, and how to explore the options for future growth.

Haider, Donald. 2011. Back Office Cooperative. Case 5-211-254 (KEL583).

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.

Haider, Donald. 2004. Nonprofit Mergers: Suburban Job Link-STRIVE/Chicago. Case 5-104-025 (KEL063).

This case is about the merger of two Chicago-based nonprofits who share similar missions and clientele, but have different strategies and capital structure. They also operate in the highly competitive job training–temporary work field where organizational survival is at stake. Suburban Job Link is a fee-driven, largely commercial nonprofit and STRIVE/Chicago is a philanthropic-based nonprofit dependent upon grants and government for revenue. The case explores alternatives to merger, and proceeds from merger discussion to post-merger outcomes. Case can be used for discussion of strategic collaboration and alliances; how to get “more mission” through resource combinations; and how nonprofits compete in highly competitive industries.