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

Oster, Sharon M.; O'Regan, Katherine M.

doi:10.2139/ssrn.334121

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

Yale SOM Working Paper No. PM-04

30 Pages Posted: 1 Oct 2002

See all articles by Sharon M. Oster

Katherine M. O'Regan

New York University (NYU) - Robert F. Wagner Graduate School of Public Service

There are 2 versions of this paper

Date Written: September 2002

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

JEL Classification: L2, L3, G3

Suggested Citation: Suggested Citation

Oster, Sharon M. and O'Regan, Katherine M., Does the Structure and Composition of the Board Matter? The Case of Nonprofit Organizations (September 2002). Yale SOM Working Paper No. PM-04. Available at SSRN: https://ssrn.com/abstract=334121 or http://dx.doi.org/10.2139/ssrn.334121