Document Type
Article
Publication Date
5-1-2004
Abstract
Researchers are challenging extant models of nonprofit governance practices. Given an apparent shortfall in effective practice, a deductive study is conducted to determine the impact of a refined management model, relational governance, on outcomes cited in the literature as examples of effective practice. Relational governance emphasizes partnering, advising relationships between board and management and builds on recent nonprofit governance literature while contrasting on several dimensions with the well-known extant model policy governance. A research design is presented for empirically testing the relational governance model by means of a survey instrument made available to the unit of research, current and former nonprofit board members. An early result of the research provides empirical support which demonstrates the value of putting a board's varying skills to good use, maintaining a board/CEO relationship as one of advising and partnering, and maintaining an open flexible, innovative work environment to better manage a nonprofit organization. Research results may have implications for practitioners and researchers interested in understanding how to optimize the utilization and potential contribution of senior nonprofit volunteers and directors.
Keywords
corporate governance, nonprofit organizations--management, organizational behavior
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Mandato, Joseph, "Relational Governance: An Evolving Model Responding to Evolving Needs!" (2004). Student Scholarship. 353.
https://commons.case.edu/studentworks/353