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.authorCornforth, C.
dc.date.accessioned2019-02-04T17:19:31Z
dc.date.available2019-02-04T17:19:31Z
dc.date.issued2001
dc.description.abstractBased 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.identifier.citationCornforth, C. (2001). What Makes Boards Effective? An examination of the relationships between board inputs, structures, processes and effectiveness in nonā€profit organisations. Corporate Governance: An International Review, 9(3), 217-227.en_US
dc.identifier.urihttp://oro.open.ac.uk/1278/1/Corp._Gov._paper_2001.pdf
dc.identifier.urihttp://hdl.handle.net/11212/4214
dc.language.isoenen_US
dc.publisherCorporate Governance: An International Reviewen_US
dc.subjectnon-profiten_US
dc.subjectnonprofiten_US
dc.subjectgovernanceen_US
dc.subjectboard effectivenessen_US
dc.subjectboard processesen_US
dc.subjectboard inputsen_US
dc.subjectboard structuresen_US
dc.titleWhat makes boards effective? An examination of the relationships between board inputs, structures, processes and effectiveness in non-profit organizationsen_US
dc.typeArticleen_US

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