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What makes boards effective? An examination of the relationships between board inputs, structures, processes and effectiveness in non-profit organizations

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dc.contributor.author Cornforth, C.
dc.date.accessioned 2019-02-04T17:19:31Z
dc.date.available 2019-02-04T17:19:31Z
dc.date.issued 2001
dc.identifier.citation Cornforth, C. (2001). What Makes Boards Effective? An examination of the relationships between board inputs, structures, processes and effectiveness in non‐profit organisations. Corporate Governance: An International Review, 9(3), 217-227. en_US
dc.identifier.uri http://oro.open.ac.uk/1278/1/Corp._Gov._paper_2001.pdf
dc.identifier.uri http://hdl.handle.net/11212/4214
dc.description.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. en_US
dc.description.sponsorship . en_US
dc.language.iso en en_US
dc.publisher Corporate Governance: An International Review en_US
dc.subject non-profit en_US
dc.subject nonprofit en_US
dc.subject governance en_US
dc.subject board effectiveness en_US
dc.subject board processes en_US
dc.subject board inputs en_US
dc.subject board structures en_US
dc.title What makes boards effective? An examination of the relationships between board inputs, structures, processes and effectiveness in non-profit organizations en_US
dc.type Article en_US


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