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CEO Power and Nonprofit Performance: Evidence from Chinese Philanthropic Foundations

39 Pages Posted: 26 Apr 2017  

Qian Wei

Memorial University - Department of Sociology

Date Written: April 25, 2017

Abstract

CEO power and its implications have been largely neglected in research on nonprofit governance. This lack of attention is surprising considering the crucial role of CEOs and the importance of power analysis in understanding governance. This paper is an initial attempt to address this gap by developing a two-dimensional framework for conceptualizing CEOs structural power and strategic power in nonprofits and proposing several indicators to operationalize these two kinds of power. Drawing data from an original survey on 163 CEOs of Chinese foundations, this study is among the first to specifically assess how much power a CEO has and the relationship between a CEO’s power and nonprofit effectiveness. My findings suggest that CEOs structural power is positively associated with private donations while strategic power has a negative impact on nonprofits’ social performance.

Suggested Citation

Wei, Qian, CEO Power and Nonprofit Performance: Evidence from Chinese Philanthropic Foundations (April 25, 2017). Available at SSRN: https://ssrn.com/abstract=2958438 or http://dx.doi.org/10.2139/ssrn.2958438

Qian Wei (Contact Author)

Memorial University - Department of Sociology ( email )

St. John's
Canada

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