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Supplements the (A) case.

When teachers at a Madison, Wisconsin elementary school announce plans to mount a photo exhibit featuring families with gay or lesbian parents, school system superintendent Cheryl Wilhoyte faces a vexing decision. She knows well that the exhibit will be controversial and will likely offend members of the community, especially a group of conservative Christian parents. She knows, too, that liberal teachers will view the issue as one involving academic freedom, keyed to the school's system's "anti-bias" curriculum. In this leadership case, the superintendent must decide, in effect, whether and/or how to decide. Should this be a school-level decision? Or does it demand her own intervention? She must even decide on what grounds she should base her decide about whether to become involved. The case is useful for discussions of leadership in a decentralized environment, as well as issues of how authorities must deal with cultural conflict in a public sector context. HKS Case Number 1442.0

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 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 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

In 1992, Mayor Gabriel Garcia Romero confronted a situation all too familiar in developing countries-an inadequate and under capitalized water system. Only 28 percent of Cartagena's households had reliable drinking water. Thirty percent were not hooked-up to the system, and the remaining 42 percent had access, but their supply was frequently interrupted. Less than half the population had sewerage services, and there was no wastewater treatment-a problem with serious implications for public health. The water system had not been maintained adequately for more than a decade, and losses were estimated at 52 percent of the total supply. Only a percentage of the customers received bills, and many of these were never collected. Prices remained below cost, so even if the bills were collected, revenues would not have covered expenses. HKS Case Number 1482.1

Presents the outcome of the (B) case and relates development in the company up to 1997.

Supplements the (A) and (B) cases.

Supplements the (A) case. A rewritten version of an earlier supplement.

Supplements the (A) case.

Supplements the (A) case. A rewritten version of earlier cases.

Supplements the (A) case.

Supplements the (A) case.

British Petroleum (BP) had very profitable years in 1996 and l997. However, CEO John Browne knew that BP could not rest on its laurels. In Browne's view, the company's ability to compete was based on the extent to which it could foster learning across units.

A leading Canadian mining company had recently closed two uranium mines and begun the lengthy and complex regulatory process to obtain approval of their clean-up plans for the mine, surface facilities and waste management areas. Northern Mines (B) summarizes the investigation that was carried out by the audit committee, and the information that is gathered from the auditors and management about the regulatory process for decommissioning and the company's proposed clean-up methods. Now the audit committee members must decide if a contingent liability exists, and if so, what to recommend to the board about disclosure. (This is a sequel to Northern Mines Limited (A), case 9A98B012.)

Supplements the (A) case. A rewritten version of an earlier case.

Supplements the (A) case. A rewritten version of an earlier case.

Supplements the (A) case.

Addresses demand forecasting and globalization at Tong Yang's Cement Corp.

After selecting the quality control group members, the assistant engineer and his group begin data collection and need to construct a cause-and-effect diagram to develop an action plan. This case should be used in conjunction with case (A), 9A98D001.