Currently browsing: Items authored or edited by Jill Mordaunt

23 items in this list.
Generated on Mon Sep 28 16:32:07 2020 BST.

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Reedy, Gabriel and Mordaunt, Jill (2010). Assessing 'wicked competencies' at a distance. In: Kemp, Patsy; Atfield, Richard and Tong, Richard eds. Enhancing Learning Through Assessment. The HEA BMAF/HLST Networks 'Enhancing' Series. Newbury, Berks: Threshold Press, pp. 24–31.

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Cornforth, Chris; Mordaunt, Jill and Aiken, Michael (2008). Building capacity: Understanding the dilemmas of intevening in small and medium size charities. In: NCVO/VSSN Annual Research Conference, 9-10 Sep 2008, Warwick University.

Mordaunt, Jill and Reid, Kristen (2008). Successful capacity building: is there a greater challenge in rural areas? In: Revealing ruralities: exploring issues for the VCS in rural areas, 12 Nov 2008, Manchester, UK.

Mordaunt, Jill and Reid, Kristen (2008). Successful capacity building: is there a greater challenge in rural areas? In: Wales Voluntary Research Council Conference, 27 Oct 2008, Cardiff, Wales.

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Cornforth, Chris; Mordaunt, Jill; Aiken, Michael and Otto, Shirley (2007). The grant maker, the change-maker and the organisation: exploring the relationship of capacity building. In: VSSN/NCVO Researching the Voluntary Sector Conference, 5-6 Sep 2007, University of Warwick, UK.

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Mordaunt, Jill and Cornforth, Chris (2004). The role of boards in the failure and turnaround of non-profit organizations. Public Money and Management, 24(4) pp. 227–234.

Paton, Rob and Mordaunt, Jill (2004). What's different about public and non-profit "turnaround"? Public Money and Management, 24(4) pp. 209–216.

Cornforth, Chris and Mordaunt, Jill (2004). The governance of the voluntary and community sector - the starting point. In: ed. Developing an Integrated Governance Strategy for the Vountary and Community Sector: volume of evidence. Newcastle upon Tyne, UK: The Foundation for Good Governance, pp. 7–14.

Mordaunt, Jill (2004). What should happen when governance fails? In: ed. Developing an Integrated Strategy for the Voluntary and Community Sector: volume of evidence. Newcastle upon Tyne, UK: The Foundation for Good Governance, pp. 40–44.

Mordaunt, Jill; Cornforth, Chris and Otto, Shirley (2004). Crisis, failure and recovery and the governance of public and nonprofit organizations: the effects of participation. In: 6th International Society for Third Sector Research Conference,, 11-14 Jul 2004, Toronto, Canada.

Cattell, C.; Cornforth, C.; Deniston, H.; Howarth, R.; Mordaunt, J.; Morrison, C.; Otto, S. and Wilcox, D. (2004). Development of an Integrated Governance Strategy for the Voluntary and Community Sector. Home Office Active Communities Unit, Newcastle Upon Tyne, UK.

Cornforth, Chris and Mordaunt, Jill (2004). The role of boards in organizational failure and turnaround. In: 8th International Research Symposium on Public Management, Apr 2004, Budapest, Hungary.

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Cornforth, Chris and Mordaunt, Jill (2003). What do boards do when things go wrong? In: 32nd Annual ARNOVA Conference, 20-22 Nov 2003, Denver.

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Paton, Rob and Mordaunt, Jill (2002). The 'turnaround' process in non-profit contexts: four cases and some theory. In: Annual ARNOVA Conference, 16 Nov 2002, Montreal, Canada.

2001To Top

Paton, Rob and Mordaunt, Jill (2001). Non-profit management education: international trends and issues. Public Performance and Management Review, 25(1) pp. 57–73.

Edwards, Charles and Mordaunt, Jill (2001). Using the Web to provide context: management development for 'sectors'. In: 8th Annual EDINEB International Conference: Technology, Pedagogy and Innovation, 20-22 Jun 2001, Nice, France.

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