Governance in the Arts and Culture Nonprofit Sector: Vigilance or Indifference?

Johanne Turbide and Claude Laurin
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Johanne Turbide: Department of Accounting Studies, HEC Montréal, 3000 Côte-Sainte-Catherine Road, Montréal, QC H3T 2A7, Canada
Claude Laurin: Department of Accounting Studies, HEC Montréal, 3000 Côte-Sainte-Catherine Road, Montréal, QC H3T 2A7, Canada

Administrative Sciences, 2014, vol. 4, issue 4, 1-20

Abstract: In this article we attempt to contribute to governance research in the nonprofit area by proposing a conceptual framework inspired by recent developments in the literature. First, we analyze the governance of nonprofit organizations (hereafter, NPOs) from different theoretical perspectives, inspired by for-profit, nonprofit and public sector theories on governance. After presenting a governance framework for NPOs, we explore empirically whether its various dimensions are being taken into account by NPOs in the arts and culture sector. Our findings suggest that, among NPOs in this sector, governance is still viewed as a narrow concept where board members are mainly passive, basically rubber-stamping decisions for the benefit of external funders.

Keywords: governance; non-profit organizations; arts management; governance framework (search for similar items in EconPapers)
JEL-codes: L M M0 M1 M10 M11 M12 M14 M15 M16 (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:gam:jadmsc:v:4:y:2014:i:4:p:413-432:d:42299

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