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The American Review of Public Administration, Vol. 30, No. 2, 146-160 (2000)
DOI: 10.1177/02750740022064605
© 2000 SAGE Publications

Board Practices of Especially Effective and Less Effective Local Nonprofit Organizations

Robert D. Herman

University of Missouri-Kansas City

David O. Renz

University of Missouri-Kansas City

This study reviews evidence in support of the hypothesis that nonprofit organizations’effectiveness is related to the effectiveness of their boards of directors. It also asks whether various recommended board practices and processes affect board effectiveness. The study focuses on a subset of especially effective and less effective nonprofit organizations from a larger sample. The results show that the especially effective organizations (as judged by multiple stakeholders) have more effective boards (as judged by different multiple stakeholders) and that the more effective boards use significantly more of a set of recommended board practices. The results also show that nonprofit organizations using more of the prescribed board practices are also more likely to use other correct procedures. The results support the practical implication of urging the dissemination and adoption of the recommended practices.


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