Exploring the Relationship between Interlocking Directorates and Fundraising Capacity
Bibliographic Data
| ID | 6171795 |
|---|---|
| Authors | Kegao Yan (Hunan University), Oulin Luo (Hunan University) |
| Year | 2015 |
| Volume | 7 |
| Issue | 1 |
| Pages | 139-160 |
| Publication date | 2015-05-27 |
| Open Access | No |
| Type | ARTICLE |
| Venue | The China Nonprofit Review (JOURNAL) |
| Journal identifiers | ISSN: 1876-5149 • E-ISSN: 1876-5092 |
| Publisher | Brill (PUBLISHER • NL) |
| DOI | 10.1163/18765149-12341289 |
| OpenAlex | W752063570 |
| Language | EN |
| References cited | 21 |
In China, most university education foundations seek to increase fundraising capacity through the strategy of interlocking directorates, establishing a resource-sharing platform with alumni associations. Supported by resource-dependence theory and social network theory, based on data from a sample of 88 foundations, this study tests the effectiveness of the strategy of interlocking directorates. The result of the study shows that the secretary-general intensity has a significant negative influence on fundraising capacity, while the board-chairperson intensity and the interlocking range have no significant influence on fundraising capacity. Under the existing management system, university education foundations can get beyond the predicament of the ineffective strategy of interlocking directorates by further standardizing their systems and procedures for appointing directors, giving greater impetus to the transformation of individual capital into social capital, and promoting professional and specialized operations
Business · Capital (architecture · China · Economics · Interlocking · Management · Political science · Public relations · Resource (disambiguation · Sample (material · Shared resource · Social capital · Sociology · Computer Science · Engineering · Entrepreneurship Studies and Influences · Law · Nonprofit Sector and Volunteering · Social Capital and Networks
| Highly cited | No |
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