How do key stakeholders of nonprofit organizations (NPOs) judge
the effectiveness of their organization? Are the judgments of stakeholders
similar, and how are board effectiveness and the use of
practitioner-identified correct management procedures related to
judgments of effectiveness? This study focuses on a subset of especially
effective and less effective NPOs from a larger sample and
finds that the especially effective have more effective boards (as
judged by various stakeholder groups), have boards with higher
social prestige, use more practitioner-identified correct management
procedures, and use more change management strategies.
Practical implications discussed include adopting more correct
management procedures and change management strategies.
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