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Social capital and nonprofit governance effectiveness
Author(s) -
Fredette Christopher,
Bradshaw Patricia
Publication year - 2012
Publication title -
nonprofit management and leadership
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.844
H-Index - 54
eISSN - 1542-7854
pISSN - 1048-6682
DOI - 10.1002/nml.21037
Subject(s) - social capital , corporate governance , business , public relations , capital (architecture) , individual capital , relational capital , accounting , economic capital , sociology , economics , political science , finance , intellectual capital , human capital , economic growth , social science , archaeology , history
This article examines the important role of social resources in enhancing the effectiveness of nonprofit boards of directors, paying particular attention to the positive implications of social capital. Using data collected from a survey of 234 organizations operating in the Canadian nonprofit sector, we model the relationship between a three‐factor model of social capital and a multidimensional measure of governance effectiveness. Our results demonstrate the positive contribution that social capital makes to the capacity to govern effectively. Findings of our study support the need for renewed attention to social and relational considerations inside the boardroom.