An exploration of nonprofit governance configurations
| dc.contributor.author | Vadnais, Patricia R | |
| dc.contributor.author | University of Lethbridge. Faculty of Management | |
| dc.contributor.supervisor | Williams, Bernard | |
| dc.date.accessioned | 2012-02-02T23:51:37Z | |
| dc.date.available | 2012-02-02T23:51:37Z | |
| dc.date.issued | 2011 | |
| dc.degree.level | Masters | |
| dc.description | ix, 95 leaves ; 29 cm | en_US |
| dc.description.abstract | There has been limited research on the characteristics inside the nonprofit (NP) boardroom. Much of the prescriptive NP governance literature is based on for-profit (FP) assumptions. Following a contingency approach, this multiple case-study of two Alberta organizations looks into the NP boardroom to observe the board characteristics alongside organizational and environmental contexts as proposed in a framework by Bradshaw (2009). To build on the proposed framework, this study also explored the combination of internal and external social capital. Using a pattern-matching analysis, support was found for the theorized board characteristic and social capital propositions. While limited by the cross-sectional and exploratory nature, the findings support future research. Future studies can explore the implications of such characteristics and contingencies on board effectiveness and organizational performance. | en_US |
| dc.identifier.uri | https://hdl.handle.net/10133/2599 | |
| dc.language.iso | en_US | en_US |
| dc.publisher | Lethbridge, Alta. : University of Lethbridge, Faculty of Management, 2011 | en_US |
| dc.publisher.faculty | Management | en_US |
| dc.relation.ispartofseries | Thesis (University of Lethbridge. Faculty of Management) | en_US |
| dc.subject | Nonprofit organizations -- Alberta -- Management | en_US |
| dc.subject | Nonprofit organizations -- Management -- Case studies | en_US |
| dc.subject | Dissertations, Academic | |
| dc.title | An exploration of nonprofit governance configurations | en_US |
| dc.type | Thesis | en_US |