An exploration of nonprofit governance configurations

There has been limited research on the characteristics inside the nonprofit (NP) boardroom. Much of the prescriptive NP governance literature is based on for-profit (FP) assumptions. Following a contingency approach, this multiple case-study of two Alberta organizations looks into the NP boardroom to observe the board characteristics alongside organizational and environmental contexts as proposed in a framework by Bradshaw (2009). To build on the proposed framework, this study also explored the combination of internal and external social capital. Using a pattern-matching analysis, support was found for the theorized board characteristic and social capital propositions. While limited by the cross-sectional and exploratory nature, the findings support future research. Future studies can explore the implications of such characteristics and contingencies on board effectiveness and organizational performance.

Authors

• Vadnais, Patricia R
• University of Lethbridge. Faculty of Management

• Nonprofit organizations -- Alberta -- Management
• Nonprofit organizations -- Management -- Case studies
• Dissertations, Academic

Identifier

hdl:10133/2599

OAI identifier oai:identifier

oai:opus.uleth.ca:10133/2599