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This teaching note accompanies the Elizabeth Best case series available at Harvard Business Online. This note demonstrates the importance of informal aspects of authority and influence; that most authority is earned, not conveyed by title.

This teaching note accompanies the Elizabeth Best case (# 675123), which is available online from the 

This case is offered as part of the Recovery Act Case Program and serves as a best example of the efforts of the large network of federal, state, local, non-profit, and private sector partners who contributed in the implementation of the 2009 American Recovery and Reinvestment Act.

This case is offered as part of the Recovery Act Case Program and serves as a best example of the efforts of the large network of federal, state, local, non-profit, and private sector partners who

Set in the context of urban renewal, a classic case of a manager making a professional judgment that fails to adequately consider the political dimension.

This case concerns the 1971 Boston Redevelopment Authority (BRA) plan to develop the Park Plaza area of downtown Boston.

Five transit agencies contend with conflicting agendas and technical complexity while sorting out cross boundary fare payment and collection in preparation for the launch of regional transportation service.

This case challenges students to penetrate the complexities of metropolitan governance.

When a Japanese economic development advisor introduces management techniques that emphasize devolution of decision making, he finds Uruguayan managers decidedly unresponsive to his ideas.

For 18 months, Mr. Kazuo Sakamoto had been in Uruguay under the sponsorship of Japan Aid, the major implementing agency for Japan's international cooperation projects.

Hurricane Katrina resulted in a tragic humanitarian disaster due to a decades-long combination of government action and inaction. In this sense, it was a preventable disaster.

This case focuses on the long and short-term factors that contributed to making Hurricane Katrina a humanitarian emergency in the City of New Orleans.

This case is a useful teaching tool in a graduate course focusing on international development, humanitarian relief, logistics, and coordination and collaboration with other agencies.

This case focuses on the challenges and dramatic programmatic changes facing George Lewis, the Rwanda Mission Director to the U.S. Agency for International Development (USAID).

This case's key focus is on the management of personnel and systems and building program capacity within the constraints of a bureaucratic agency. 

This case is about a bureaucratic organization in flux. The government agency in charge of disaster management on the small island of St.