Governance Challenges for Not-for-Profit Organisations: Empirical Evidence in Support of A Contingency Approach

Chelliah, J; Boersma, M; Klettner, A

Governance Challenges for Not-for-Profit Organisations: Empirical Evidence in Support of A Contingency Approach

Chelliah, J

Boersma, M

Klettner, A

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Publisher:: Contemporary Management Research / CMR
Publication Type:: Journal Article
Citation:: Contemporary Management Research: an international journal, 2016, 12 (1), pp. 1 - 22
Issue Date:: 2016-03-01

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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	2016-03-01	en_US
dc.identifier.citation	Contemporary Management Research: an international journal, 2016, 12 (1), pp. 1 - 22	en_US
dc.identifier.issn	1813-5498	en_US
dc.identifier.uri	http://hdl.handle.net/10453/42042
dc.description.abstract	This article presents empirical evidence of the governance challenges faced by Australian not-for-profit (NFP) organisations. There is a dearth of academic research in the not-for-profit sector on issues of governance. Using survey and interview data, we explore what NFP leaders believe are key governance challenges, and what this means for theory and practice of NFP governance. We demonstrate that the effectiveness of governance systems is influenced by internal and external contingencies that NFP organisations face, such as variations in board roles, stakeholder and membership demands, funding arrangements, board member recruitment processes, skills of board members, and resources for training and development. We argue for a shift of focus away from prescriptive and normative NFP governance models, and contend that generic best practice governance standards for NFPs ought not to be further pursued, and that a contingency approach is more promising.	en_US
dc.publisher	Contemporary Management Research / CMR	en_US
dc.relation.ispartof	Contemporary Management Research: an international journal	en_US
dc.relation.isbasedon	10.7903/cmr.14538	en_US
dc.title	Governance Challenges for Not-for-Profit Organisations: Empirical Evidence in Support of A Contingency Approach	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	12	en_US
utslib.for	150303 Corporate Governance and Stakeholder Engagement	en_US
utslib.for	0806 Information Systems	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1505 Marketing	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/Management Discipline
utslib.copyright.status	open_access
pubs.consider-herdc	false	en_US
pubs.issue	1	en_US
pubs.publication-status	Published	en_US
pubs.volume	12	en_US

Abstract:

This article presents empirical evidence of the governance challenges faced by Australian not-for-profit (NFP) organisations. There is a dearth of academic research in the not-for-profit sector on issues of governance. Using survey and interview data, we explore what NFP leaders believe are key governance challenges, and what this means for theory and practice of NFP governance. We demonstrate that the effectiveness of governance systems is influenced by internal and external contingencies that NFP organisations face, such as variations in board roles, stakeholder and membership demands, funding arrangements, board member recruitment processes, skills of board members, and resources for training and development. We argue for a shift of focus away from prescriptive and normative NFP governance models, and contend that generic best practice governance standards for NFPs ought not to be further pursued, and that a contingency approach is more promising.

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http://hdl.handle.net/10453/42042