Governance: Convergent expectations, divergent practices

Corporate Governance: The international journal of business in society

Volumn 1, Issue 3, 2001, Pages 15-19

  Steane, Peter ^a  

^a MACQUARIE UNIVERSITY   (Australia)

Author keywords

Australia; Convergence; Directors; Governance; Non profit organizations

Indexed keywords

EID: 17544365115     PISSN: 14720701     EISSN: None     Source Type: Journal    
DOI: 10.1108/EUM0000000005490     Document Type: Review

References (24)

1. Bennett, C. (1991), “What is policy convergence and what causes it?”, British Journal of Political Science, Vol. 21, pp. 215-33.
2. Carroll, P. and Steane, P. (2001), “Australia, the OECD and the post-NPM world”, in Jones, R., Guthrie, J. and Steane, P. (Eds), Learning from International Public Management Reform, Vol. 1, Elsevier Science, New York, NY, pp. 29-44.
3. Di Maggio, P. and Powell, W. (1983), “The iron cage revisited: institutional isomorphism and collective rationality in organizational fields”, American Sociological Review, Vol. 48, pp. 147-60.
4. Fischer, F. (1980), Politics, Values, and Public Policy: The Problem of Methodology, Westview Press, Boulder, CO.
5. Gibelman, M., Gelman, S. and Pollack, D. (1997), “The credibility of non-profit boards: a view for the 1990s and beyond”, Administration in Social Work, Vol. 212, pp. 21-40.
6. Jeavons, T. (1992), “When mangement is the message: relating values to management practice in non-profit organisations”, Non-profit Management and Leadership, Vol. 2, pp. 403-17.
7. Jeavons, T. (1993), “The role of values: management and religious organisations”, in Young, D.R., Hollister, R. and Hodgkinson, V. (Eds), Governing, Leading and Managing Non-profit Organisations, Jossey-Bass, San Francisco, CA.
8. Jeavons, T. (1994), “Stewardship revisited: secular and sacred views of governance and management”, Non-profit and Voluntary Sector Quarterly, Vol. 23, pp. 107-22.
9. Judge, W. and Zeithaml, C. (1992), “An empirical comparison between the board's strategic role in non-profit hospitals and for-profit industrial forms”, Health Services Research, Vol. 271, pp. 47-64.
10. Kang, C. Hee and Cnaan, R. (1995), “New findings on large human service organization boards of trustees”, Administration in Social Work, Vol. 193, pp. 17-44.
11. Korn/Ferry International (1998), Seventeenth Study of Boards of Directors in Australia, Korn/Ferry International, Sydney.
12. McDonald, C. (1993), “Board member's involvement in non-profit governance”, working paper No. 16, Program on Non-profit Corporations, QUT, Brisbane.
13. McFarlan, F.W. (1999), “Working on non-profit boards: don’t assume the shoe fits”, Harvard Business Review, November-December, pp. 65-80.
14. Mason, D. (1996), Leading and Managing the Expressive Dimension: Harnessing the Hidden Power Source of the Non-profit Sector, Jossey-Bass, San Francisco, CA.
15. Muetzelfedt, M. (1998), “Governments and the non-profit sector: a comment”, Third Sector Review, Vol. 42, pp. 119-23.
16. OECD (1997), The OECD Report on Regulatory Reform, Vol I and II, OECD, Paris.
17. OECD (1999), Government of the Future: Getting from Here to There, OECD, Paris.
18. Price Waterhouse (1997), Converging Cultures: Trends in European Corporate Governance, Price Waterhouse, Brussels.
19. Steane, P. (1997), “Oils ain’t oils!!Strategy across sectors”, International Journal of Public Sector Management, Vol. 106, pp. 461-70.
20. Steane, P. (1999), “Public management developments in Australia and New Zealand”, Public Management, Vol. 11, pp. 133-42.
21. Steane, P. and Christie, M. (2001), “Non-profit boards in Australia: a distinctive governance approach”, Corporate Governance: An International Review, Vol. 9 No. 1, pp. 48-58.
22. Treasury Department (1998), Corporate Law Economic Reform Program
23. Tricker, R. (1994), International Corporate Governance, Prentice-Hall, London.
24. Tsui, A. (1990), “A multiple constituency model of effectiveness”, Academy of Management Journal, Vol. 35, pp. 458-83.