This Article Full Text (OnlineFirst PDF) All Versions of this Article: 0899764008327197v1 0899764008327197v2    most recent Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via Scopus Google Scholar Articles by Nezhina, T. G. Articles by Brudney, J. L. Social Bookmarking                         What's this?

The Sarbanes-Oxley Act: More Bark Than Bite for Nonprofits

Syracuse University

^* To whom correspondence should be addressed. E-mail: tnezhina{at}depaul.edu.

	Abstract

Based on a survey of a representative sample of nonprofit organizations, this article explores the impact of the Sarbanes–Oxley Act (SOX) on the nonprofit sector. The study addresses two questions: What is the level of SOX adoption by nonprofit organizations? and How do we explain variations in the adoption level of SOX? Using Poisson regression models, our study finds that the level of SOX adoption in nonprofit organizations is determined to a large extent by nonprofit organizations’ accountability and transparency structure prior to SOX. When this factor is taken into account, contrary to previous studies, the level of SOX adoption by nonprofits is modest. In addition to the existing accountability structure, important variables in the statistical explanation of SOX adoption include CEOs’ familiarity with SOX, attitudes of nonprofit CEOs toward SOX, and organization size.

First published on January 6, 2009, doi:10.1177/0899764008327197
This version was published on August 12, 2009


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?