HERMAN, Robert D
Board practices of especially effective and less effective local nonprofit organizations - 2000
This study reviews evidence in support of the hypothesis that nonprofitorganizations`effectiveness is related to the effectiveness of their boards of directors. It also asks whether various recommended board practices and processes affect board effectiveness. The study focuses on a subset of especially effective and less effective nonprofit organizatios for a larger sample. The results show that the especially efffective organizations (as judged by multiple stakeholders) have more effective boards (as juded by different multiple stakeholders) and that the more effective boards use significantly more of a set of recpmmended board practices. The results also show that nonprofit organizations using mor of the prescribed board practices are also more likely to use other correct procedure. The results support the practical implication of urging thhe dissemination and adoption of the recommended practices
Board practices of especially effective and less effective local nonprofit organizations - 2000
This study reviews evidence in support of the hypothesis that nonprofitorganizations`effectiveness is related to the effectiveness of their boards of directors. It also asks whether various recommended board practices and processes affect board effectiveness. The study focuses on a subset of especially effective and less effective nonprofit organizatios for a larger sample. The results show that the especially efffective organizations (as judged by multiple stakeholders) have more effective boards (as juded by different multiple stakeholders) and that the more effective boards use significantly more of a set of recpmmended board practices. The results also show that nonprofit organizations using mor of the prescribed board practices are also more likely to use other correct procedure. The results support the practical implication of urging thhe dissemination and adoption of the recommended practices
