The imperatives for organizational governance in a large charity: a strategic choice perspective

Abstract

This paper explains the factors that shaped governance practices in a large charity. The author uses strategic choice theory in an analysis of case study data to bring into calculation the internal and external factors that impacted the roles of board members and executives. The paper finds overall support for a powersharing model and contributes to our understanding of governance in nonprofit organizations.

Keywords:

• Accountability
• charities
• governance
• strategic choice

Notes

*The minister of the mission was an ordained minister of the auspicing church who fulfilled a broad role within the organization as a full-time executive with responsibilities for policy development, advocacy, and ensuring congruence between the organization and the tenets of the auspicing church. He reported directly to the board in his roles as an employee of the organization, and also through a parallel channel as an ordained minister to the church.

Additional information

Notes on contributors

Phil Saj

Phil Saj is a lecturer in the University of Adelaide Business School, University of Adelaide, Australia.