Experts urge nonprofit boards, leadership to consider investments as way to counter inflation

2021 ◽  
Vol 38 (S5) ◽  
pp. 9-10
Keyword(s):  
Nonprofit Boards

scholarly journals Nonprofit Arts Organizations’ Pursuit of Public Interests: The Role of Board Diversity

2021 ◽  
Vol 0 (0) ◽  
Author(s):  
Young-Joo Lee
Keyword(s):  
Nonprofit Organizations ◽  
Racial Diversity ◽  
Arts Organizations ◽  
Board Governance ◽  
Public Interests ◽  
Board Diversity ◽  
The Public ◽  
Nonprofit Boards ◽  
Nonprofit Arts

Abstract Although nonprofit organizations are expected to contribute to public interests, their tax exemption does not necessarily entail serving the broader public. What, then, makes nonprofit organizations orient their work externally, serving the broader public, instead of internally, pursuing private goals? This paper examines this question by studying the link between nonprofits’ board governance, with a specific focus on boards’ racial diversity, and their contribution to public interests. The analysis of the 2015 US Local Arts Agency Census reveals that boards’ racial diversity is closely related with nonprofit arts organizations’ participation in serving the broader public through civic engagement and community development activities. The findings offer insights on how nonprofit boards, which are neither publicly elected nor publicly accountable, can be trusted to attend to broader issues of the public interest.

Power in and around nonprofit boards: A neglected dimension of governance

1992 ◽  
Vol 3 (2) ◽  
pp. 165-182 ◽  
Author(s):  
Vic Murray ◽  
Pat Bradshaw ◽  
Jacob Wolpin
Keyword(s):  
Nonprofit Boards

Nonprofit Boards of Directors and Lobbying: Are We Allowed to Do That?

2013 ◽  
Vol 37 (2) ◽  
pp. 120-132 ◽  
Author(s):  
Jocelyn DeVance Taliaferro
Keyword(s):  
Boards Of Directors ◽  
Nonprofit Boards

A response to global nonprofits’ succession failure

2019 ◽  
Vol 27 (1) ◽  
pp. 7-10
Author(s):  
Joseph C. Santora
Keyword(s):  
Nonprofit Organizations ◽  
Chief Executive Officers ◽  
Boards Of Directors ◽  
Design Methodology ◽  
Chief Executive ◽  
Executive Succession ◽  
Content Type ◽  
Nonprofit Boards ◽  
Succession Plan ◽  
Executive Officers

Purpose This paper aims to raise the level of awareness of the critical need to have a chief executive succession plan in nonprofit organizations. Design/methodology/approach This paper uses a review of survey literature to determine the degree to which nonprofits plan for chief executive succession. Findings The findings reveal a serious lack of planning for successors in nonprofit organizations. Originality/value This paper underscores the need for a three-pronged approach by nonprofit boards of directors, chief executive officers, and HR departments to address planning for successors to prevent potential chaotic organizational situations and create sustainable nonprofits.

scholarly journals The critical incident technique reappraised

2016 ◽  
Vol 11 (4) ◽  
pp. 276-300 ◽  
Author(s):  
Gregory Bott ◽  
Dennis Tourish
Keyword(s):  
Nonprofit Organizations ◽  
Critical Incident ◽  
Critical Incident Technique ◽  
Theory Building ◽  
Organization Studies ◽  
Thick Description ◽  
Content Type ◽  
Nonprofit Boards ◽  
Organization And Management ◽  
Rich Data

Purpose The purpose of this paper is to offer a reconceptualization of the critical incident technique (CIT) and affirm its utility in management and organization studies. Design/methodology/approach Utilizing a case study from a leadership context, the paper applies the CIT to explore various leadership behaviours in the context of nonprofit boards in Canada. Semi-structured critical incident interviews were used to collect behavioural data from 53 participants – board chairs, board directors, and executive directors – from 18 diverse nonprofit organizations in Alberta, Canada. Findings While exploiting the benefits of a typicality of events, in some instances the authors were able to validate aspects of transformational leadership theory, in other instances the authors found that theory falls short in explaining the relationships between organizational actors. The authors argue that the CIT potentially offers the kind of “thick description” that is particularly useful in theory building in the field. Research limitations/implications Drawing on interview material, the authors suggest that incidents can be classified based on frequency of occurrence and their salience to organizational actors, and explore the utility of this distinction for broader theory building purposes. Practical implications Principally, the paper proposes that this method of investigation is under-utilized by organization and management researchers. Given the need for thick description in the field, the authors suggest that the approach outlined generates exceptionally rich data that can illuminate multiple organizational phenomena. Social implications The role of nonprofit boards is of major importance for those organizations and the clients that they serve. This paper shed new light on the leadership dynamics at the top of these organizations and therefore can help to guide improved practice by those in board and senior management positions. Originality/value The CIT is a well-established technique. However, it is timely to revisit it as a core technique in qualitative research and promote its greater use by researchers. In addition, the authors offer a novel view of incidents as typical, atypical, prototypical or archetypal of organizational phenomena that extends the analytical value of the approach in new directions.

The Demise of the Jane Addams Hull House Association: Internal or External Factors to Blame?

2017 ◽  
pp. 1-17
Author(s):  
Anne Cohn Donnelly ◽  
Charlotte Snyder
Keyword(s):  
External Factors ◽  
List Type ◽  
Social Service Agencies ◽  
Roles And Responsibilities ◽  
Nonprofit Boards ◽  
Jane Addams ◽  
Financial Difficulties ◽  
Hull House ◽  
Internal And External Factors ◽  
Service Agencies

In January 2012, the Jane Addams Hull House Association—one of Chicago's largest and oldest social service agencies and arguably its most iconic—announced that it might have to close in the spring due to financial difficulties. Just days later, the 122-year-old organization stunned the philanthropic world when it laid off its employees without notice, declared its intention to liquidate in a Chapter 7 bankruptcy, and shut its doors forever. In the weeks that followed, more and more people began to ask: What had happened to the board? Had bankruptcy really been inevitable? This case chronicles the organization's final decade and enables students to step into the shoes of the chairman of the board, Steve Saunders, as he led the board through its last two years. Students will examine the roles and responsibilities of effective boards and determine how internal and external factors contributed to Hull House's demise.After reading and analyzing the case, students will be able to: Describe the roles and responsibilities of nonprofit boards Determine when the board is not performing its job and what the implications are for the organization Evaluate ways in which the board might change in order to do a better job Diagnose when external environmental factors threaten the security of a nonprofit and how the board itself might diagnose and work with such threats

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