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The governance of public and non-profit organisations : what do boards do? / edited by Chris Cornforth.

Contributor(s): Material type: TextTextSeries: Routledge studies in the management of voluntary and non-profit organizations ; 6.Publication details: London ; New York : Routledge, 2003.Description: 1 online resource : illustrationsContent type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 0203167570
  • 9780203167571
  • 9786610180462
  • 6610180466
  • 9781134515103
  • 1134515103
  • 9781134515059
  • 1134515057
  • 9781134515097
  • 113451509X
  • 9780415359924
  • 0415359929
Subject(s): Additional physical formats: Print version:: Governance of public and non-profit organisations.DDC classification:
  • 658.4/22 21
LOC classification:
  • HD2741 .G69 2003eb
Other classification:
  • C93
  • F27
Online resources:
Contents:
pt. 1. Who governs? -- pt. 2. What do boards do? -- pt. 3. Roles, relationships and power -- pt. 4. Continuity and change.
Summary: Governing boards play a crucial role in ensuring that public and non-profit organizations are publicly accountable and perform well. Until now, there have been relatively few detailed empirical studies of what boards do in practice, but this book fills that gap by bringing together analyses based upon some of the best recent empirical studies. Using a new theoretical framework that highlights the paradoxical nature of governance, the book throws light on the questions at the heart of recent debates about non-profit boards:are boards publicly accountable or is there a democ.
Holdings
Item type Current library Collection Call number Status Date due Barcode Item holds
eBook eBook e-Library EBSCO Business Available
Total holds: 0

Title from PDF title page (viewed 30 Nov., 2009).

Includes bibliographical references and index.

pt. 1. Who governs? -- pt. 2. What do boards do? -- pt. 3. Roles, relationships and power -- pt. 4. Continuity and change.

Governing boards play a crucial role in ensuring that public and non-profit organizations are publicly accountable and perform well. Until now, there have been relatively few detailed empirical studies of what boards do in practice, but this book fills that gap by bringing together analyses based upon some of the best recent empirical studies. Using a new theoretical framework that highlights the paradoxical nature of governance, the book throws light on the questions at the heart of recent debates about non-profit boards:are boards publicly accountable or is there a democ.

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