Emerging Forms of Nonprofit Governance

Emerging Forms of Nonprofit Governance [Digital Issue]
Emerging Forms of Nonprofit Governance [Digital Issue]
Item# Winter2012D
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Emerging Forms of Nonprofit Governance: Volume 19, Issue 4: Winter 2012

Table of Contents:

F e a t u r e s

3 Welcome to Emerging Forms of Nonprofit Governance

6 Problem Boards or Board Problem?: How can we make board work more meaningful for serving members and more consequential for their organizations? by William P. Ryan, Richard P. Chait, and Barbara E. Taylor

14 Underestimating the Power of Nonprofit Governance: This article proposes that nonprofit leaders are increasingly focused on secondary issues, and asks, what does the sector stand to gain as a result of retraining our focus from structural concerns to the central questions and principles of nonprofit governance? by Ruth McCambridge

20 Reframing Governance II: The most substantive decisions on your organization’s governance are likely happening far from the board room. How should your governance systems respond? by David O. Renz, PhD

26 The Road Less Traveled: Establishing the Link between Nonprofit Governance and Democracy: “How,” the author rhetorically asks, “can an organization contribute to a democratic society if there is a democratic deficit in its own governance?” by Chao Guo, PhD

32 Adding a Few More Pieces to the Puzzle: Exploring the Practical Implications of Recent Research on Boards: What is it that enables boards to be strong and effective, and why are we still using outdated models in an effort to improve board performance? by David O. Renz, PhD

40 Financial Transactions with Your Board: Who Is Looking?: In a first-of-its-kind study, nonprofits report on their transactions with board members—some for the better and some for the worse. by Francie Ostrower, PhD

46 Sarbanes-Oxley: Ten Years Later: A decade since the Sarbanes-Oxley Act first appeared, organizations still worry that aspects of the law will continue to seep into the sector. But doesn’t the sector actually have little to worry about and much to gain? by Rick Cohen

50 The Inclusive Nonprofit Boardroom: Leveraging the Transformative Potential of Diversity: Diversity on boards has to be good, right? So how is it that study after study suggests the opposite? A closer look at boards today reveals that exactly how we diversify makes all the difference. by Patricia Bradshaw, PhD, and Christopher Fredette, PhD

58 Unstill Waters: The Fluid Role of Networks in Social Movements: It’s a wonder that social-movement networks survive long enough to make an impact. What’s the secret sauce of these organizing efforts? by Robin Katcher

64 Community-Engagement Governance™: Systems-Wide Governance in Action: Does governance only reside in the board? Most of us know that it is more widely held than that, but few really design their governance systems to make full use of the intelligence and energies of their stakeholders. by Judy Freiwirth, PsyD

74 Loyal Opposition: A board that can adopt this parliamentary concept can benefit from internal scrutiny and creativity that will ultimately strengthen its ability to achieve its mission. by Patricia Bradshaw, PhD, and Peter Jackson, CA

78 Board Stories Involving Humans: Whether by the book or ad-hoc, the defining feature of successful boards is not the model but the people who make it work. by Ruth McCambridge

86 The Best and Worst of Board Chairs: Do you know one when you see one? Initial research shows that there is a great deal of agreement about what makes a good board chair. by Yvonne D. Harrison and Vic Murray

92 New Frontiers and Critical Questions: Moving Governance Research Forward: Several insights into the world of nonprofit governance have emerged in recent years, yet much remains to be explored. This article discusses five areas for future inquiry. by Fredrik O. Andersson