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The Role of Boards in the Failure and Turnaround of Non-Profit Organizations

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  • Jill Mordaunt
  • Chris Cornforth

Abstract

This article reports on research that examined the role that boards play in the failure and turnaround of non-profit organizations. The article concludes that boards do often play an important hands-on role in turnaround, which is different from that described in much of the normative literature. As well as needing skills, such as leadership, those board members leading the change process need high levels of commitment, emotional resilience and a ‘safe place’ to formulate plans.

Suggested Citation

  • Jill Mordaunt & Chris Cornforth, 2004. "The Role of Boards in the Failure and Turnaround of Non-Profit Organizations," Public Money & Management, Taylor & Francis Journals, vol. 24(4), pages 227-234, August.
  • Handle: RePEc:taf:pubmmg:v:24:y:2004:i:4:p:227-234
    DOI: 10.1111/j.1467-9302.2004.00424.x
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    Cited by:

    1. Chris Mason & Bob Doherty, 2016. "A Fair Trade-off? Paradoxes in the Governance of Fair-trade Social Enterprises," Journal of Business Ethics, Springer, vol. 136(3), pages 451-469, July.
    2. Itai Beeri, 2009. "The measurement of turnaround management strategies in local authorities," Public Money & Management, Taylor & Francis Journals, vol. 29(2), pages 131-136, March.

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