Exploring the Key Roles for Nonprofit Boards
Exploring the Key Roles for Nonprofit Boards
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DOI：
10.1177/0899764009334588
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发表时间：
2010-06-01
影响因子：
2.8
通讯作者：
Guo, Chao
中科院分区：
文献类型：
--
作者：
Brown, William A.;Guo, Chao
这份研究报告探讨了121位社区基金会高管对非营利组织董事会角色的描述。通过内容分析，确定了13个不同角色的综合列表。该研究考虑了制度和组织属性，如环境不确定性和组织复杂性，以探索某些董事会角色变得更加普遍的偶然性。这些角色也与现有的治理理论相匹配。该列表不仅反映了不同理论模型所认可的活动，而且还表明了将战略概念化和表述为治理任务的方式中的冲突。
This research note explores roles for nonprofit boards as described by 121 community foundation executives. Through content analysis, a synthesized list of 13 different roles were identified. The study considered institutional and organizational attributes such as environmental uncertainty and organizational complexity to explore the contingencies under which certain board roles become more prevalent. The roles were also matched to existing governance theories. The list not only reflects activities recognized by different theoretical models but also suggests conflicts in the way strategy is conceptualized and articulated as a governance task.