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The Adoption of the Corporate Governance Model by Nonprofit Organizations
Author(s) -
Alexander Jeffrey A.,
Weiner Bryan J.
Publication year - 1998
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.8302
Subject(s) - restructuring , corporate governance , business , context (archaeology) , value (mathematics) , public relations , non profit , accounting , business administration , finance , political science , paleontology , machine learning , computer science , biology
Abstract This article examines the circumstances under which nonprofit organizations adopt corporate governance practices. In the study reported here, the authors found that adoption of corporate governance practices depends primarily on the presence of a supportive institutional (that is, value) context as well as available resources to support governance restructuring. These findings strongly suggest that the adoption of structures and practices from the for‐profit sector is neither a feasible nor even a desirable solution to problems facing many nonprofit organizations.