Understanding the Behavior of Nonprofit Boards of Directors

A Theory-Based Approach

Datos Bibliográficos

ID19600209
AutoresJudith L Miller-Millesen (Ohio University, autor de correspondencia)
Año2003
Volumen32
Número4
Páginas521-547
Fecha de publicación2003-11-02
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaJournal of Voluntary Action Research (JOURNAL)
Identificadores de la revistaISSN: 0094-0607 • E-ISSN: 1552-7395
EditorialSAGE Publishing (PUBLISHER • US)
DOI10.1177/0899764003257463
OpenAlexW2119987460
IdiomaEN
Citas recibidas45
Referencias citadas61

The 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,r esource 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

Business · Corporate governance · Economics · Empirical research · Institutional theory · Management · Nonprofit Sector · On board · Political science · Principal–agent problem · Public relations · Resource dependence theory · Sociology · Community Development and Social Impact · Computer Science · Corporate Social Responsibility Reporting · Law · Nonprofit Sector and Volunteering · Accounting