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

Posted: 28 Dec 2004  

Katherine M. O'Regan

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

Sharon M. Oster

Yale School of Management

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Abstract

This article discusses some of the key differences in board behavior between nonprofit organizations and for-profit firms using a relatively new dataset from New York City nonprofits. We provide evidence on the broader role that nonprofit boards play for their organizations and then give some suggestive results on the relationship between board structure and composition, and individual board member performance. The results provide some evidence that the executive directors of nonprofits may use their power to push boards toward fundraising in place of monitoring activity. Using a fixed-effects framework, we also find no systematic relationship between board personal demographics and performance, although both tenure on a board and multiple board service do seem to matter.

Suggested Citation

O'Regan, Katherine M. and Oster, Sharon M., Does the Structure and Composition of the Board Matter? The Case of Nonprofit Organizations. The Journal of Law, Economics, and Organization, Vol. 21, No. 1, pp. 205-227, 2005. Available at SSRN: https://ssrn.com/abstract=635501

Katherine O'Regan (Contact Author)

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

The Puck Building
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New York, NY 10012
United States
212-998-7498 (Phone)
212-995-3890 (Fax)

Sharon Oster

Yale School of Management ( email )

135 Prospect Street
P.O. Box 208200
New Haven, CT 06520-8200
United States
203-432-5969 (Phone)

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