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The first in a five-part series about Bell Atlantic Corp.'s technology-in-education partnership with the Union City, New Jersey school system. Provides an overview of the telecommunications industry in general and Bell Atlantic in particular, with special attention to technology trends and developments, the changing marketplace, regulatory issues, heightened merger activity, and strategy and leadership within Bell Atlantic. Video 9-399-501 is a short version of the case series and may be used in conjunction with it.

The second in a five-part series about Bell Atlantic Corp.'s technology-in-education partnership with the Union City, New Jersey school system. Reviews the education reform efforts planned and implemented in the school system, which coincided with the partnership and facilitated the incorporation of telecommunications and computer technology in the classroom. Video 9-399-501 is a short version of the case series and may be used in conjunction with it.

Summarizes information on the national issue of hiring people from the welfare roles. Organized by topics relevant to business, this note reviews research findings and statistics and poses questions to assist business decision-makers in assessing a company's current or planned involvement in welfare-to-work hiring.

In 1997 United CEO Gerald Greenwald was appointed chairman of the national Welfare-to-Work Partnership by President Clinton and committed United to hiring from the welfare rolls. A welfare-to-work recruitment program was rapidly established and soon followed by a mentoring program. These programs were successful--United surpassed its welfare-to-work hiring targets and attained higher retention rates. With a decreasing supply of employable welfare recipients, however, the question was whether Greenwald and United could continue to provide corporate leadership in the welfare-to-work arena.

In 1991 Marriott International established a program called Pathways to Independence to recruit and train people from the welfare rolls. The program graduated over 1,000 people in eight years and retained about 20% more of its participants than regular hires. Now the program director wished to double the program size. The questions: Was this feasible with a decreasing supply of employable welfare recipients? Could the quality control required at Marriott be maintained with such a large and rapid expansion?

Describes the creation and evolution of this food marketing corporation. All its after-tax profits are donated to charity by Paul Newman, the distinguished actor and social entrepreneur. The company has grown into a $100 million enterprise and donated cumulatively $89 million to charities. It faces major competitive and organizational challenges. Includes color exhibits.

Roberts Enterprise Development Fund (REDF) transformed its philanthropic practice into a social venture capital practice in 1997 with a portfolio of nonprofit enterprises in the San Francisco Bay Area. This case presents REDF's analysis of the changing needs of the nonprofit marketplace.

STRIVE provides employment training and placement to chronically unemployed inner-city minority youth and young adults. This case describes STRIVE's creation as a community-based, single-site nonprofit in Harlem in 1984; the development of its service model (short, intensive "tough love" job readiness training, quick placement, and long-term follow-up); and its early expansion via a group of social service affiliates in New York City and the creation of new independent STRIVEs in four other U.S. cities. The decision point is June 1997, when the advent of welfare reform and highly favorable coverage on "60 Minutes" led to an explosion of interest in and demands on the organization.

Provides brief background information to aid in understanding the U.S. and international nonprofit sectors.

In the summer of 1993, Australia's Trade Practices Commission was considering whether or not to permanently enjoin Santos Limited from acquiring SAGASCO Holdings Limited. This merger was potentially of enormous significance, since Santos was the largest and SAGASCO the third largest on-shore natural gas producer in Australia. SAGASCO, which was fighting the takeover, argued that the merger would significantly reduce competition in the natural gas market. Santos countered that the gas industry was highly concentrated already and had always been disciplined by competition from other fuels. This case is primarily intended to illustrate the analysis of the competitive effects of a merger, but it can also be used to discuss the relationship between competition policy and the regulation of natural monopolies. HKS Case Number 1484.0

This 32-year-old nonprofit organization has dedicated itself to the care and social development of abandoned street children in Mexico. Examines the organization's efforts to achieve financial sustainability, particularly through earned income activities on its farm. Includes color exhibits.

This series of contextual essays provides an overview of the history and status of philanthropic giving in the United States. Drawing on federal tax-based data, reports of the National Commission on Philanthropy and Civic Renewal, the American Association of Fund-Raising Counsel and a wide variety of scholarly sources, the notes look broadly at overall philanthropic trends (share of national income devoted to philanthropy; major recipients of charitable donations; sources of donations) and at the giving patterns of the various sectors of the economy: individuals, corporations and foundations. Each note begins with specific conclusions (e.g. almost half of all philanthropy goes to religious institutions; the strongest predictor of giving is level of wealth; foundation giving is highly-correlated to the performance of the stock market; corporate philanthropy is increasingly a component of firms' competitive strategy) before elaborating on the conclusions and providing an extensive bibliography. Although not providing an explicit overview of the independent (non-governmental) sector as a whole, the notes comment on the evolution of the sector and its changing reliance on private and public support. HKS Case Number 1445.0

This series of contextual essays provides an overview of the history and status of philanthropic giving in the United States. Drawing on federal tax-based data, reports of the National Commission on Philanthropy and Civic Renewal, the American Association of Fund-Raising Counsel and a wide variety of scholarly sources, the notes look broadly at overall philanthropic trends (share of national income devoted to philanthropy; major recipients of charitable donations; sources of donations) and at the giving patterns of the various sectors of the economy: individuals, corporations and foundations. Each note begins with specific conclusions (e.g. almost half of all philanthropy goes to religious institutions; the strongest predictor of giving is level of wealth; foundation giving is highly-correlated to the performance of the stock market; corporate philanthropy is increasingly a component of firms' competitive strategy) before elaborating on the conclusions and providing an extensive bibliography. Although not providing an explicit overview of the independent (non-governmental) sector as a whole, the notes comment on the evolution of the sector and its changing reliance on private and public support. HKS Case Number 1443.0

This series of contextual essays provides an overview of the history and status of philanthropic giving in the United States. Drawing on federal tax-based data, reports of the National Commission on Philanthropy and Civic Renewal, the American Association of Fund-Raising Counsel and a wide variety of scholarly sources, the notes look broadly at overall philanthropic trends (share of national income devoted to philanthropy; major recipients of charitable donations; sources of donations) and at the giving patterns of the various sectors of the economy: individuals, corporations and foundations. Each note begins with specific conclusions (e.g. almost half of all philanthropy goes to religious institutions; the strongest predictor of giving is level of wealth; foundation giving is highly-correlated to the performance of the stock market; corporate philanthropy is increasingly a component of firms' competitive strategy) before elaborating on the conclusions and providing an extensive bibliography. Although not providing an explicit overview of the independent (non-governmental) sector as a whole, the notes comment on the evolution of the sector and its changing reliance on private and public support. HKS Case Number 1444.0

This series of contextual essays provides an overview of the history and status of philanthropic giving in the United States. Drawing on federal tax-based data, reports of the National Commission on Philanthropy and Civic Renewal, the American Association of Fund-Raising Counsel and a wide variety of scholarly sources, the notes look broadly at overall philanthropic trends (share of national income devoted to philanthropy; major recipients of charitable donations; sources of donations) and at the giving patterns of the various sectors of the economy: individuals, corporations and foundations. Each note begins with specific conclusions (e.g. almost half of all philanthropy goes to religious institutions; the strongest predictor of giving is level of wealth; foundation giving is highly-correlated to the performance of the stock market; corporate philanthropy is increasingly a component of firms' competitive strategy) before elaborating on the conclusions and providing an extensive bibliography. Although not providing an explicit overview of the independent (non-governmental) sector as a whole, the notes comment on the evolution of the sector and its changing reliance on private and public support. HKS Case Number 1446.0

Is ethical negotiating not only "the right thing to do," but also effective in achieving desired outcomes? Various ethical criteria (the Golden Rule, Universalism, Utilitarianism, Distributive Justice) are used to evaluate ten commonly used negotiation tactics (lies, puffery, deception, weakening the opponent, strengthening one's own position, nondisclosure, information exploitation, change of mind, distraction, and maximization). Some negotiating ploys are unqualifiedly unethical; some are inherently ethical; some are contingently ethical. Unethical bargaining can reap onetime benefits, but in the long run it damages relationships, sullies reputations, and actually closes the door on many potentially fruitful transactions.

What is the difference between an ethical decision and what the author, Harvard Business School Professor Joseph Badaracco, Jr., calls a defining moment? An ethical decision typically involves choosing between two options: one we know to be right and another we know to be wrong. A defining moment challenges us in a deeper way by asking us to choose between two or more ideals in which we deeply believe. Such decisions rarely have one "correct" response. Taken cumulatively over many years, they form the basis of an individual's character. Defining moments ask executives to dig below the busy surface of their lives and refocus on their core values and principles. Once uncovered, those values and principles renew their sense of purpose at the workplace and act as a springboard for shrewd, pragmatic, politically astute action. Three types of defining moments are particularly common in today's workplace. The first type is largely an issue of personal identity. The second type concerns groups as well as individuals. The third kind involves defining a company's role within society. By learning to identify each of those three situations, managers can learn to navigate right-versus-right decisions successfully. The author asks a series of practical questions that will help managers take time out to examine their values and then transform their beliefs into action. By engaging in this process of self-inquiry, managers will be gaining the tools to tackle their most elusive, challenging, and essential business dilemmas.

The executive director of the Asian Neighborhood Design (AND) attempts to quantify the potential financial and social return for investors in his nonprofit enterprise. AND seeks to raise $2.27 million. However, as a nonprofit organization, it cannot offer potential equity investors a share of future earnings, and it is not eligible for loans. The Roberts Enterprise Development Fund encourages AND to apply for a grant, but requires that the organization demonstrate that it is both operating efficiently and achieving its social goals. Using innovative tools including a true cost accounting framework and a social return on investment analysis, the director attempts to capture the fund's likely total return on investment. As the field of social enterprise continues to develop, such methods are increasingly important tools for managers and funders to measure real social and financial results.

While many contemporary American corporations continue to exemplify high levels of corporate social responsibility, virtually all publicly held firms are finding themselves under growing pressure from the investment community to maximize shareholder value. As a result, the interests of the firm's non-shareholder constituencies are being neglected. The government must step in and function as arbiter, enacting rules and regulations that define what we expect of corporations in the way of such things as working conditions, environmental protection, and job training. But since the political process constitutes the only remaining vehicle for the expression of non-shareholder stakeholders, if corporate managers wish to be free to maximize shareholder value, it is inappropriate for them to also participate in shaping public policy.

In February 1995, the National Association for the Advancement of Colored People (NAACP), the largest civil rights organization in the United States, was in the midst of a crisis. The executive director had been fired due to financial improprieties amid charges of sexual harassment. Immediately thereafter the board chairman came under fire as well. In a very close vote, Myrlie Evers-Williams, a long-standing board member, was elected the new board chair. She found herself leading an organization with severely diminished credibility and support, precarious finances, and a fractured board of directors. The case raises issues regarding board oversight, governance structure, and crisis leadership in a nonprofit setting.