Premium
Board Diversity, Stakeholder Representation, and Collaborative Performance in Community Mediation Centers
Author(s) -
Gazley Beth,
Chang Won Kyung,
Bingham Lisa Blomgren
Publication year - 2010
Publication title -
public administration review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.721
H-Index - 139
eISSN - 1540-6210
pISSN - 0033-3352
DOI - 10.1111/j.1540-6210.2010.02182.x
Subject(s) - stakeholder , business , mediation , boundary spanning , public relations , knowledge management , diversity (politics) , representativeness heuristic , organizational performance , resource dependence theory , marketing , political science , computer science , psychology , management , economics , law , social psychology
Does board diversity or representativeness influence organizational performance? Though it is understudied in both the public and the nonprofit sectors, learning more about this critical subject can enhance organizational performance within highly collaborative settings. Community mediation centers, which rely on multiple public and private resources to meet their programmatic objectives, provide excellent case studies for analyzing the impact of different kinds of interorganizational linkages on organizational performance. A multitheoretic view incorporating agency, resource dependence, and stakeholder perspectives is employed through a national sample and a two‐stage analysis using a logic model to test the cumulative impact of board characteristics and interorganizational relationships on organizational outcomes. Organizations’ collaborative capacity depends on several kinds of boundary‐spanning activities, including network ties, revenue sources, and the number of stakeholder groups represented on the board.