The role of a national regulator in developing solutions to governance challenges in the not-for-profit sector.

Chelliah, J; Boersma, M; Klettner, A

The role of a national regulator in developing solutions to governance challenges in the not-for-profit sector.

Chelliah, J

Boersma, M

Klettner, A

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Publisher:: Tennessee State University College of Business
Publication Type:: Journal Article
Citation:: Journal of Developing Areas, 2015, 49 (6), pp. 449 - 458
Issue Date:: 2015

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Field	Value	Language
dc.contributor.author	Chelliah, J https://orcid.org/0000-0003-2351-3784	en_US
dc.contributor.author	Boersma, M https://orcid.org/0000-0001-9789-1046	en_US
dc.contributor.author	Klettner, A https://orcid.org/0000-0002-2838-9383	en_US
dc.date.issued	2015	en_US
dc.identifier.citation	Journal of Developing Areas, 2015, 49 (6), pp. 449 - 458	en_US
dc.identifier.issn	0022-037X	en_US
dc.identifier.uri	http://hdl.handle.net/10453/36548
dc.description.abstract	This article presents empirical evidence of the governance challenges faced by not-for-profit (NFP) organisations. Drawing on interviews and survey data, the paper explores perceptions of NFP leaders concerning governance challenges, drawing implications for theory and practice. The research shows that NFPs face internal and external contingencies that determine the effectiveness of governance systems. The study finds that considerable variation in the roles of boards exists. This has theoretical consequences as the usefulness of stewardship, agency, resource-dependence and stakeholder theory varies according to the directives of NFP boards, and it provides empirical evidence in favour of taking a contingency approach towards theories concerning NFP boards. The study further shows that director recruitment is challenging, particularly for NFPs with membership-based board models, as the constitution often determines a pool from which directors must be sourced.	en_US
dc.publisher	Tennessee State University College of Business	en_US
dc.relation.ispartof	Journal of Developing Areas	en_US
dc.subject.classification	Development Studies	en_US
dc.title	The role of a national regulator in developing solutions to governance challenges in the not-for-profit sector.	en_US
dc.type	Journal Article
utslib.citation.volume	6	en_US
utslib.citation.volume	49	en_US
utslib.for	150303 Corporate Governance and Stakeholder Engagement	en_US
utslib.for	MD Multidisciplinary	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/School of Management
utslib.copyright.status	closed_access
pubs.consider-herdc	true	en_US
pubs.issue	6	en_US
pubs.publication-status	Published	en_US
pubs.volume	49	en_US

Abstract:

This article presents empirical evidence of the governance challenges faced by not-for-profit (NFP) organisations. Drawing on interviews and survey data, the paper explores perceptions of NFP leaders concerning governance challenges, drawing implications for theory and practice. The research shows that NFPs face internal and external contingencies that determine the effectiveness of governance systems. The study finds that considerable variation in the roles of boards exists. This has theoretical consequences as the usefulness of stewardship, agency, resource-dependence and stakeholder theory varies according to the directives of NFP boards, and it provides empirical evidence in favour of taking a contingency approach towards theories concerning NFP boards. The study further shows that director recruitment is challenging, particularly for NFPs with membership-based board models, as the constitution often determines a pool from which directors must be sourced.

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http://hdl.handle.net/10453/36548