Does the Structure and Composition of the Board Matter? The Case of Nonprofit Organizations

Sharon M. Oster (sharon.oster@yale.edu) and Katherine M. O'Regan (katherine.oregan@wagner.nyu.edu)
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Sharon M. Oster: School of Management
Katherine M. O'Regan: Robert F. Wagner Graduate School of Public Service

Yale School of Management Working Papers from Yale School of Management

Abstract: This paper presents empirical results of the effects of board structure and composition on individual board level performance using data from New York City nonprofits. The results support a model of executive behavior in which the nonprofit executive uses his or her power to push boards towards fundraising in place of monitoring activity. Using a fixed effect framework, we also find no systematic relationship between board personal demographics and performance.

Keywords: Boards; Governance; Nonprofit Organizations (search for similar items in EconPapers)
JEL-codes: G3 L2 L3 (search for similar items in EconPapers)
Date: 2002-10-01
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Citations: View citations in EconPapers (4)

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Persistent link: https://EconPapers.repec.org/RePEc:ysm:somwrk:ysm308

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