Board practices of especially effective and less effective local nonprofit organizations

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dc.contributor.authorHerman, R. D., & Renz, D. O.
dc.date.accessioned2019-02-04T17:56:28Z
dc.date.available2019-02-04T17:56:28Z
dc.date.issued2010
dc.description.abstractThis 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.en_US
dc.identifier.citationHerman, 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.en_US
dc.identifier.urihttp://cmapsconverted.ihmc.us/rid=1L3921R76-266CNHG-Z69/boardpractices.pdf
dc.identifier.urihttp://hdl.handle.net/11212/4223
dc.language.isoenen_US
dc.publisherThe American Review of Public Administrationen_US
dc.subjectnon-profiten_US
dc.subjectnonprofiten_US
dc.subjectboard of directorsen_US
dc.subjectresearchen_US
dc.subjectorganizational effectivenessen_US
dc.titleBoard practices of especially effective and less effective local nonprofit organizationsen_US
dc.typeArticleen_US

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