There has been limited research on the characteristics inside the nonprofit (NP) boardroom. Much of the prescriptive NP governance literature is based on for-profit (FP) assumptions. Following a contingency approach, this multiple case-study of two Alberta organizations looks into the NP boardroom to observe the board characteristics alongside organizational and environmental contexts as proposed in a framework by Bradshaw (2009). To build on the proposed framework, this study also explored the combination of internal and external social capital. Using a pattern-matching analysis, support was found for the theorized board characteristic and social capital propositions. While limited by the cross-sectional and exploratory nature, the findings support future research. Future studies can explore the implications of such characteristics and contingencies on board effectiveness and organizational performance. / ix, 95 leaves ; 29 cm
| Identifer | oai:union.ndltd.org:LACETR/oai:collectionscanada.gc.ca:ALU.w.uleth.ca/dspace#10133/2599 |
| Date | January 2011 |
| Creators | Vadnais, Patricia R, University of Lethbridge. Faculty of Management |
| Contributors | Williams, Bernie |
| Publisher | Lethbridge, Alta. : University of Lethbridge, Faculty of Management, 2011, Management |
| Source Sets | Library and Archives Canada ETDs Repository / Centre d'archives des thèses électroniques de Bibliothèque et Archives Canada |
| Language | en_US |
| Detected Language | English |
| Type | Thesis |
| Relation | Thesis (University of Lethbridge. Faculty of Management) |
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