The Contextual Impact of Nonprofit Board Composition and Structure on Organizational Performance
Agency and Resource Dependence Perspectives
Bibliographic Data
| ID | 12249288 |
|---|---|
| Authors | Jeffrey L Callen (0000-0002-3634-7490, corresponding author), April Klein (0000-0002-8079-9048), Daniel Tinkelman (0000-0003-3334-0039) |
| Year | 2009 |
| Volume | 21 |
| Issue | 1 |
| Pages | 101-125 |
| Publication date | 2009-11-09 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Voluntas Revista Internacional de Filosofia (JOURNAL) |
| Journal identifiers | ISSN: 2179-3786 • E-ISSN: 1573-7888 |
| Publisher | Springer Science+Business Media (PUBLISHER • DE) |
| DOI | 10.1007/s11266-009-9102-3 |
| OpenAlex | W1998755566 |
| Language | EN |
| Citations received | 17 |
| References cited | 39 |
We study the relation between stability of the nonprofit organization’s environment and its board structure and the impact of this relation on organizational performance from the perspectives of both Agency Theory and Resource Dependence (Boundary Spanning) Theory. The impact of board characteristics on organizational performance is contextual. Specifically, we predict and show for a sample of U.S. nonprofits that board mechanisms related to monitoring are more likely to be effective for stable organizations, whereas board mechanisms related to boundary spanning are more effective for less stable organizations. We find that the two theories are complementary and address different aspects of nonprofit performance, but the results are statistically stronger and more often consistent with resource dependence than with agency theory. Overall, this study supports Miller-Millesen’s (Nonprofit and Voluntary Sector Quarterly, 32: 521–547 2003) contention that, because the nonprofit environment is often more complex and heterogeneous than the for-profit world, no one theory describes all tasks of nonprofit boards
Agency (philosophy · Boundary spanning · Business · Corporate governance · Economics · Knowledge management · Management · Nonprofit Sector · Organizational theory · Political science · Principal–agent problem · Public relations · Resource (disambiguation · Resource dependence theory · Sample (material · Sociology · Computer Science · Cooperative Studies and Economics · Nonprofit Sector and Volunteering · Social Capital and Networks · Finance
Wat maakt goed onderwijsbestuur? - De gedragsmatige determinanten van taakuitvoering door raden van toezicht in het voortgezet onderwijs
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| Unique citing works | 17 |
|---|---|
| Citations per year | 1,13 |
| Citation span | 2011 - 2026 (16) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 17 |