The role of the board in shaping foundations’ strategy: an empirical study

Giacomo Boesso (), Fabrizio Cerbioni, Andrea Menini and Antonio Parbonetti
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Giacomo Boesso: University of Padova
Fabrizio Cerbioni: University of Padova
Andrea Menini: University of Padova
Antonio Parbonetti: University of Padova

Journal of Management & Governance, 2017, vol. 21, issue 2, No 5, 375-397

Abstract: Abstract This paper investigates the relationships of the choice of philanthropic strategy with board capital (diversity and networks), board activities (board processes, internal board committees, and board effectiveness), and CEO leadership. Using a sample of 110 Italian foundations, the research shows that board processes have the strongest positive association with an evolved strategic approach to philanthropic institutional grant-giving, while board diversity and strong CEO leadership are associated with the strategic approach only under certain conditions. In particular, good governance processes (e.g., training the board, self-evaluation of trustees, setting the stage for effective board and committee meetings, implementing control software, and steering meetings to improve the board’s analysis) are positively associated with evolved strategic approaches to philanthropy (e.g., signaling other funders for the best grantees, improving the performance of grant recipients, and advancing selected social fields’ state of knowledge and practice).

Keywords: Governance; Foundations; Philanthropy; Board capital; Board processes; CEO leadership (search for similar items in EconPapers)
Date: 2017
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Citations: View citations in EconPapers (5)

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DOI: 10.1007/s10997-016-9348-2

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