Winter 2012 Article Reprints

Item# winter2012

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
190401
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
190402
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
190403
"How," the author rhetorically asks, "can an organization contribute to a democratic society if there is a democratic deficit in its own organization?" by Chao Guo, PhD
190404
What is it that enables boards to be strong and effective, and why are we still using outdated models in an effort to improve board performance?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
190405
In a first-of-its-kind study, nonprofits report on their transactions with board members - some for the better and some for the worst. by Francie Ostrower, PhD
190406
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 worry about and much to gain? by Rick Cohen
190407
Diversity on boards has to be good, right? So how is it that study after study suggest the opposite? A closer look at boards today reveals that exactly how we diversity makes all the difference. by Patricia Bradshaw, PhD, and Christoper Fredette, PhD
190408
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
190409
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
190410
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
190411
Whether by the book or ad-hoc, the defining feature of a successful boards is not the model but the people who make it work. by Ruth McCambridge
190412
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
190413
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
190414