메뉴 건너뛰기




Volumn 27, Issue 4, 1998, Pages 421-436

Expanding the governance construct: Functions and contributions of nonprofit advisory groups

(1)  Saidel, Judith R a  

a NONE

Author keywords

[No Author keywords available]

Indexed keywords


EID: 0032282288     PISSN: 08997640     EISSN: None     Source Type: Journal    
DOI: 10.1177/0899764098274003     Document Type: Article
Times cited : (32)

References (28)
  • 2
    • 0003344930 scopus 로고
    • Board leadership and board development
    • R. D. Herman (Ed.), San Francisco: Jossey-Bass
    • Axelrod, N. R. (1994). Board leadership and board development. In R. D. Herman (Ed.), The Jossey-Bass handbook of nonprofit leadership and management (pp. 119-136). San Francisco: Jossey-Bass.
    • (1994) The Jossey-Bass Handbook of Nonprofit Leadership and Management , pp. 119-136
    • Axelrod, N.R.1
  • 5
    • 0039169926 scopus 로고    scopus 로고
    • Amherst, MA: Qualis Research Associates
    • Ethnograph v4.0 [Computer software]. (1996). Amherst, MA: Qualis Research Associates.
    • (1996) Ethnograph v4.0 [Computer Software]
  • 6
    • 47949103721 scopus 로고
    • The critical incident technique
    • Flanagan, J. C. (1954). The critical incident technique. Psychological Bulletin, 51, 327-358.
    • (1954) Psychological Bulletin , vol.51 , pp. 327-358
    • Flanagan, J.C.1
  • 7
    • 0026826365 scopus 로고
    • Effective boards: How executive directors define and develop them
    • Fletcher, K. B. (1992). Effective boards: How executive directors define and develop them. Nonprofit Management and Leadership, 2(3), 283-293.
    • (1992) Nonprofit Management and Leadership , vol.2 , Issue.3 , pp. 283-293
    • Fletcher, K.B.1
  • 8
    • 84994941544 scopus 로고
    • The board-executive relationship in nonprofit organizations: Partnership or power struggle?
    • Golensky, M. (1993). The board-executive relationship in nonprofit organizations: Partnership or power struggle? Nonprofit Management and Leadership, 4(2), 177-192.
    • (1993) Nonprofit Management and Leadership , vol.4 , Issue.2 , pp. 177-192
    • Golensky, M.1
  • 13
    • 0028718669 scopus 로고
    • Board members' influence on the government-nonprofit relationship
    • Harlan, S. L., & Saidel, J. R. (1994). Board members' influence on the government-nonprofit relationship. Nonprofit Management and Leadership, 5(2), 173-196.
    • (1994) Nonprofit Management and Leadership , vol.5 , Issue.2 , pp. 173-196
    • Harlan, S.L.1    Saidel, J.R.2
  • 17
    • 0001917655 scopus 로고
    • What characterizes intelligent functioning in senior managers?
    • R. J. Sternberg & R. K. Wagner (Eds.), Cambridge, UK: Cambridge University Press
    • Klemp, G. O. Jr., & McClelland, D. C. (1986). What characterizes intelligent functioning in senior managers? In R. J. Sternberg & R. K. Wagner (Eds.), Practical intelligence: Nature and origins of competence in the everyday world (pp. 31-50). Cambridge, UK: Cambridge University Press.
    • (1986) Practical Intelligence: Nature and Origins of Competence in the Everyday World , pp. 31-50
    • Klemp G.O., Jr.1    McClelland, D.C.2
  • 18
    • 84994955998 scopus 로고
    • A framework for the analysis of board-executive relationships in voluntary agencies
    • F. S. Schwartz (Ed.), Lanhan, MD: University Press of America
    • Kramer, R. M. (1984). A framework for the analysis of board-executive relationships in voluntary agencies. In F. S. Schwartz (Ed.), Voluntarism and social work practice (pp. 179-201). Lanhan, MD: University Press of America.
    • (1984) Voluntarism and Social Work Practice , pp. 179-201
    • Kramer, R.M.1
  • 19
    • 0002795394 scopus 로고
    • Nonprofit boards of directors, beyond the governance function
    • W. W. Powell (Ed.), New Haven, CT: Yale University Press
    • Middleton, M. (1987). Nonprofit boards of directors, beyond the governance function. In W. W. Powell (Ed.), The nonprofit sector, a research handbook (pp. 141-153). New Haven, CT: Yale University Press.
    • (1987) The Nonprofit Sector, a Research Handbook , pp. 141-153
    • Middleton, M.1
  • 20
    • 84994913884 scopus 로고
    • Power in and around nonprofit boards: A neglected dimension of governance
    • Murray, V., Bradshaw, P., & Wolpin, J. (1992). Power in and around nonprofit boards: A neglected dimension of governance. Nonprofit Management and Leadership, 3(2), 165-182.
    • (1992) Nonprofit Management and Leadership , vol.3 , Issue.2 , pp. 165-182
    • Murray, V.1    Bradshaw, P.2    Wolpin, J.3
  • 21
    • 84970382929 scopus 로고
    • Advisory board performance: Managing ambiguity and limited commitment in public television
    • Pearce, J. L., & Rosener, J. (1985). Advisory board performance: Managing ambiguity and limited commitment in public television. Journal of Voluntary Action Research, 14(4), 36-47.
    • (1985) Journal of Voluntary Action Research , vol.14 , Issue.4 , pp. 36-47
    • Pearce, J.L.1    Rosener, J.2
  • 24
    • 0007469619 scopus 로고    scopus 로고
    • Contracting and patterns of nonprofit governance
    • Saidel, J. R., & Harlan, S. (1998). Contracting and patterns of nonprofit governance. Nonprofit Management and Leadership, 8(3), 243-260.
    • (1998) Nonprofit Management and Leadership , vol.8 , Issue.3 , pp. 243-260
    • Saidel, J.R.1    Harlan, S.2
  • 26
    • 0030528164 scopus 로고    scopus 로고
    • Competing contexts: The evolution of a nonprofit organization's governance system in multiple environments
    • Stone, M. M. (1996). Competing contexts: The evolution of a nonprofit organization's governance system in multiple environments. Administration & Society, 28(1), 61-89.
    • (1996) Administration & Society , vol.28 , Issue.1 , pp. 61-89
    • Stone, M.M.1


* 이 정보는 Elsevier사의 SCOPUS DB에서 KISTI가 분석하여 추출한 것입니다.