Understanding the Behavior of Nonprofit Boards of Directors: A Theory-Based Approach

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dc.contributor.authorMiller-Millesen, J. L.
dc.date.accessioned2019-02-01T21:06:12Z
dc.date.available2019-02-01T21:06:12Z
dc.date.issued2003
dc.description.abstractThe literature on nonprofit boards of directors is rich with prescriptive advice about the kinds of activities that should occupy the board’s time and attention. Using organizational theory that has dominated the empirical investigation of private sector board behavior (agency,resource dependence,and institutional),this article contributes to the literature on nonprofit board governance in three important ways. First,it provides a link between theory and practice by identifying the theoretical assumptions that have served as the foundation for the “best practice” literature. Second,the article presents a theory-based framework of board behavior that identifies the environmental conditions and board/organizational considerations that are likely to affect board behavior. And finally,it offers a set of hypotheses that can be used in future empirical investigations that seeks to understand the conditions under which a nonprofit board might assume certain roles and responsibilities over others.en_US
dc.identifier.citationMiller-Millesen, J. L. (2003). Understanding the behavior of nonprofit boards of directors: A theory-based approach. Nonprofit and voluntary sector quarterly, 32(4), 521-547.en_US
dc.identifier.urihttps://journals.sagepub.com/doi/pdf/10.1177/0899764003257463
dc.identifier.urihttp://hdl.handle.net/11212/4212
dc.language.isoen_USen_US
dc.publisherNonprofit and Voluntary Sector Quarterlyen_US
dc.subjectnon-profiten_US
dc.subjectnonprofiten_US
dc.subjectboard of directorsen_US
dc.subjectorganizational theoryen_US
dc.subjectresearchen_US
dc.titleUnderstanding the Behavior of Nonprofit Boards of Directors: A Theory-Based Approachen_US
dc.typeArticleen_US

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