The imperatives for organizational governance in a large charity: a strategic choice perspective

Phil Saj

Public Money & Management, 2013, vol. 33, issue 6, 407-414

Abstract: This paper explains the factors that shaped governance practices in a large charity. The author uses strategic choice theory in an analysis of case study data to bring into calculation the internal and external factors that impacted the roles of board members and executives. The paper finds overall support for a powersharing model and contributes to our understanding of governance in nonprofit organizations.

Date: 2013
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DOI: 10.1080/09540962.2013.835999

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