What makes boards effective? An examination of the relationships between board inputs, structures, processes and effectiveness in non-profit organizations
Date
2001
Authors
Journal Title
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Publisher
Corporate Governance: An International Review
Abstract
Based on a survey of charity boards in England and Wales this paper examines what
influence board inputs, structures and processes have on board effectiveness. The
findings provide mixed support for the normative literature on board effectiveness.
Using stepwise logistic regression the research suggests that board inputs and three
process variables are important in explaining board effectiveness, namely: board
members have the time, skills and experience to do the job; clear board roles and
responsibilities; the board and management share a common vision of how to achieve
their goals; and the board and management periodically review how they work
together.
Description
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Article
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Keywords
non-profit, nonprofit, governance, board effectiveness, board processes, board inputs, board structures
Citation
Cornforth, C. (2001). What Makes Boards Effective? An examination of the relationships between board inputs, structures, processes and effectiveness in nonāprofit organisations. Corporate Governance: An International Review, 9(3), 217-227.