Who’s in charge, in whose interest? The experience of ownership and accountability in the charity sector
Authors: Nordberg, D.
Journal: Management Research Review: Communication of emergent international management research
Volume: 44
Issue: 3
Pages: 460-476
Publisher: Emerald Group Publishing Ltd.
ISSN: 2040-8269
DOI: 10.1108/MRR-04-2020-0190
Abstract:Purpose: This paper examines the puzzles of “ownership”, the legal and psychological commitment of directors, through the experience of the work of boards at non-profit organisations.
Design/Methodology/Approach: An exploration of the literature on charity governance leads to a first-person reflection on the tensions in directing two common types of non-profit organisations.
Findings: In the UK as in other countries, charities are companies, bound by company law as well as regulatory constraints of the non-profit sector. This creates responsibilities of ownership without the material benefits. In contrast to corporate share ownership, a sense of psychological ownership may pre-date appointment as a director, facilitating stewardship behaviour, facilitating stewardship and accountability.
Research implications: This paper calls for expanded empirical work on boards of non-profit organisations, giving a focused agenda of aspects to highlight the differences between charities and the corporate sector.
Practical implications: The focus on psychological ownership can influence recruitment, induction and organisation of the work of charity boards, helping to ease resource deficits.
Social implications: With pressure mounting in deliver of public services, the charity sector needs to fill growing gaps in provision. The constitution of boards plays a valuable role.
Originality/Value: By incorporating psychological ownership in a framework of accountability, this paper points towards both a research agenda and practical considerations for charity boards.
https://eprints.bournemouth.ac.uk/34535/
Source: Manual
Who’s in charge, in whose interest? The experience of ownership and accountability in the charity sector
Authors: Nordberg, D.
Journal: Management Research Review
Volume: 44
Issue: 3
Pages: 460-476
ISSN: 2040-8269
Abstract:Purpose: This paper examines the puzzles of “ownership”, the legal and psychological commitment of directors, through the experience of the work of boards at non-profit organisations. Design/Methodology/Approach: An exploration of the literature on charity governance leads to a first-person reflection on the tensions in directing two common types of non-profit organisations. Findings: In the UK as in other countries, charities are companies, bound by company law as well as regulatory constraints of the non-profit sector. This creates responsibilities of ownership without the material benefits. In contrast to corporate share ownership, a sense of psychological ownership may pre-date appointment as a director, facilitating stewardship behaviour, facilitating stewardship and accountability. Research implications: This paper calls for expanded empirical work on boards of non-profit organisations, giving a focused agenda of aspects to highlight the differences between charities and the corporate sector. Practical implications: The focus on psychological ownership can influence recruitment, induction and organisation of the work of charity boards, helping to ease resource deficits. Social implications: With pressure mounting in deliver of public services, the charity sector needs to fill growing gaps in provision. The constitution of boards plays a valuable role. Originality/Value: By incorporating psychological ownership in a framework of accountability, this paper points towards both a research agenda and practical considerations for charity boards.
https://eprints.bournemouth.ac.uk/34535/
Source: BURO EPrints