2026-09-19T03:28:35.348245800Zhttps://opus.uleth.ca/server/oai/requestoai:opus.uleth.ca:10133/25992019-02-07T06:06:40Zcom_10133_3346com_10133_1com_10133_296col_10133_3351col_10133_298
ULethbridge OPUS Repository
supervisor
Williams, Bernard
author
Vadnais, Patricia R
author
University of Lethbridge. Faculty of Management
2012-02-02T23:51:37Z
2012-02-02T23:51:37Z
2011
https://hdl.handle.net/10133/2599
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
Nonprofit organizations -- Alberta -- Management
Nonprofit organizations -- Management -- Case studies
Dissertations, Academic
An exploration of nonprofit governance configurations
Thesis
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VADNAIS_PATRICIA_MSCMGT_2011.pdf
URL
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VADNAIS_PATRICIA_MSCMGT_2011.pdf.txt