Board practices of especially effective and less effective local nonprofit organizations
Date
2010
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Publisher
The American Review of Public Administration
Abstract
This study reviews evidence in support of the hypothesis that nonprofit organizations’effectiveness
is related to the effectiveness of their boards of directors. It also asks whether various recommended
board practices and processes affect board effectiveness. The study focuses on a subset of especially
effective and less effective nonprofit organizations from a larger sample. The results show that the
especially effective organizations (as judged by multiple stakeholders) have more effective boards
(as judged by different multiple stakeholders) and that the more effective boards use significantly
more of a set of recommended board practices. The results also show that nonprofit organizations
using more of the prescribed board practices are also more likely to use other correct procedures.
The results support the practical implication of urging the dissemination and adoption of the recommended practices.
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Keywords
non-profit, nonprofit, board of directors, research, organizational effectiveness
Citation
Herman, R. D., & Renz, D. O. (2000). Board practices of especially effective and less effective local nonprofit organizations. The American Review of Public Administration, 30(2), 146-160.