Behavioural orientations of non-profit boards as a factor in entrepreneurial performance: does governance matter?

Citation

Coombes, S.M.T. (2011), "Behavioural orientations of non-profit boards as a factor in entrepreneurial performance: does governance matter?", Strategic Direction, Vol. 27 No. 10. https://doi.org/10.1108/sd.2011.05627jaa.007

Behavioural orientations of non-profit boards as a factor in entrepreneurial performance: does governance matter?

Article Type: Abstract From: Strategic Direction, Volume 27, Issue 10

Coombes S.M.T., Morris M.H., Allen J.A. and Webb J.W.Journal of Management Studies, June 2011, Vol. 48 No. 4, Start page: 829, No. of pages: 28

Relatively little is understood about factors triggering entrepreneurial behavior within organizations not driven by profit motives. Governance plays an important role in non-profits, particularly boards of directors. Integrating resource-based theory and entrepreneurial orientation research, we examine the influence of non-profit boards as strategic resources shaping the organization’s entrepreneurial orientation and performance. In particular, we focus on the non-profit board’s underlying behavioral orientations, or the extent to which the board is strategic, activist, conservative, and cohesive. Findings from a cross-sectional survey on arts and culture organizations demonstrate that three of these behavioral orientations impact levels of entrepreneurship occurring within non-profits. Higher levels of entrepreneurship affect social performance, but not financial performance.Article type: Research paperISSN: 0022-2380Reference: 40AL523

Keywords: Corporate governance, Corporate strategy, Directors, Directors, Entrepreneurship, Non-profit organizations