Document Type
Article
Publication Date
5-1-2005
Abstract
A higher standard of ethical accountability has emerged as a social movement in the nonprofit sector in response to the legislation mandated in the for-profit corporate sector requiring greater accountability. In response to this social movement and driven by a personal commitment to improve nonprofit board outcomes, this study explores a new model of governance which seeks to explain what drives a board member's performance in terms of oversight of management and the provision of resources, the desired outcomes of board membership. The model takes into consideration the complex and ambiguous nature of volunteer board work within the dynamics of social capital. Social capital brings new light to the debate between agency theory and resource dependence theory. Strong ties and weak ties theories are used to inform the interpersonal relationships that positively affect the oversight of management and the providing of resources. Additionally, the model explores the impact of motivation, knowledge, and committee participation of board members upon the outcomes of oversight of management and the provision of resources. The underlying goal of this research is to advance theory by offering a comprehensive and practical model that can help in maximizing the potential of nonprofit boards of trustees.
Keywords
nonprofit organizations--management, trusts and trustees
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
Williams, Susan D., "A Framework for Maximizing Board Member Outcomes in Organizations of Higher Education" (2005). Student Scholarship. 54.
https://commons.case.edu/studentworks/54