The purpose of this study was to explore the relationship between boards of directors and innovation in nonprofit organizations. The results showed that not only board attribute variables and board process variables were directly related to innovation, but they also had a potential to affect innovation and capacity for innovation indirectly—through board effectiveness. Board culture (critical questioning), social capital (structural and cognitive), human capital, and diversity in industrial background were significantly related to innovation, accounting for 29.8% of its variance. Board culture (decision-making process and critical questioning), social capital (structural and cognitive), cohesiveness, and human capital were significantly related to capacity for innovation, accounting for 49.8% of its variance.
Assessing Value Differences Between Leaders of Two Social Venture Types: Benefit Corporations and Nonprofit Organizations
This study considers key value differences between leaders of two types of social ventures: for-profit social benefit corporations and nonprofit organizations. The research question asks to what degree the value sets of leaders of benefit corporations are congruent with those of similarly situated individuals in nonprofit organizations. The results show the values of leaders working in benefit corporations and nonprofit organizations are in many ways aligned, but there are notable statistical differences. A sectoral association of values is also present with employees in both types of organization, especially when the previous work experience of employees is considered.
Partnerships and the Good-Governance Agenda: Improving Service Delivery Through State–NGO Collaborations
First under the Millennium Development Goals and now under the Sustainable Development Goals, partnerships for development, especially between state and NGOs, remain a valued goal. Partnerships are argued to improve provision of basic social services to the poor: the state is viewed as providing scale, with NGOs ensuring good governance. Close study of three leading partnership arrangements in Pakistan (privatization of basic health units, an ‘adopt a school’ program, and low-cost sanitation) shows how state–NGO collaborations can indeed improve service delivery; however, few of these collaborations are capable of evolving into embedded partnerships that can bring about positive changes in government working practices on a sustainable basis. In most cases, public servants tolerate, rather than welcome, NGO interventions, due to political or donor pressure.
Strategy in Nonprofit Organisations: A Systematic Literature Review and Agenda for Future Research
This study aims to present the progress and development in research carried out on the strategies put into practice at nonprofit organisations. To this end, we carried out a systematic review of the literature making recourse to the ISI Web of Knowledge platform for the data collection process that resulted in the 62 scientific articles (published between 1981 and 2016) analysed in this review. This analysis correspondingly sets out a description of the studies, a timeframe for their respective dates of publication and details about the research methods applied. The results convey how, over the last four decades, there have been a range of studies of nonprofit organisation strategy-related themes with the greatest incidence clustered around the terms strategic management, strategic planning, strategic typology (Miles and Snow 1978), innovation strategies and the strategic management of human resources.