Board Power and Organizational Effectiveness Among Human Service Agencies

Keith G. Provan

314 citations0/0 files storedAcademy of Management Journal

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Nonprofit Sector and Volunteering Corporate Finance and Governance Public Policy and Administration Research

Abstract

This study examines the importance of an externally powerful board of directors to the effectiveness (ability to attract scarce resources) of 46 human service agencies operating within the same community. Traditional assumptions regarding the importance of a powerful board were supported when effectiveness was operationalized using static measures of funding but were not supported when dynamic measures were used.

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References

1967Differentiation and Integration in Complex Organizations 1965The Causal Texture of Organizational Environments 1972Size and Composition of Corporate Boards of Directors: The Organization and its Environment 1975The Interorganizational Network as a Political Economy 1967A System Resource Approach to Organizational Effectiveness 1973Organizations: Structure and Process.1975Problems in the Measurement of Organizational Effectiveness 1973Size, Composition, and Function of Hospital Boards of Directors: A Study of Organization-Environment Linkage

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2003Board Composition, Committees, and Organizational Efficiency: The Case of Nonprofits 2007Acting in the Public Interest? Another Look at Research on Nonprofit Governance 1996Board performance and organizational effectiveness in nonprofit social services organizations 2004Doing Things Right: Effectiveness in Local Nonprofit Organizations, A Panel Study 2005Funding source, board involvement techniques, and financial vulnerability in nonprofit organizations: A test of resource dependence

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