This Article Full Text (OnlineFirst PDF) 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 Google Scholar Citing Articles via Scopus Google Scholar Articles by Brown, W. A. Articles by Guo, C. Search for Related Content Social Bookmarking                         What's this?

Exploring the Key Roles for Nonprofit Boards

¹ Bush School of Government & Public Service
² Department of Public Administration & Policy

^* To whom correspondence should be addressed. E-mail: wbrown{at}bushschool.tamu.edu.

	Abstract

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.

First published on April 30, 2009
Nonprofit and Voluntary Sector Quarterly 2009, doi:10.1177/0899764009334588


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