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What makes boards effective? An examination of the relationships between board inputs, structures, processes and effectiveness in non-profit organizations

Cornforth, Chris (2001). What makes boards effective? An examination of the relationships between board inputs, structures, processes and effectiveness in non-profit organizations. Corporate Governance: an International Review, 9(3) pp. 217–227.

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DOI (Digital Object Identifier) Link: http://dx.doi.org/10.1111/1467-8683.00249
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Abstract

Based on a survey of charity boards in England and Wales this paper examines what influence board inputs, structures and processes have on board effectiveness. The findings provide mixed support for the normative literature on board effectiveness. Using stepwise logistic regression the research suggests that board inputs and three process variables are important in explaining board effectiveness, namely: board members have the time, skills and experience to do the job; clear board roles and responsibilities; the board and management share a common vision of how to achieve their goals; and the board and management periodically review how they work together.

Item Type: Journal Article
Copyright Holders: 2001 Blackwell Publishers Ltd.
ISSN: 1467-8683
Academic Unit/Department: Open University Business School
Item ID: 1278
Depositing User: Users 12 not found.
Date Deposited: 31 May 2006
Last Modified: 04 Dec 2010 05:10
URI: http://oro.open.ac.uk/id/eprint/1278
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