Who’s in charge, in whose interest? The experience of ownership and accountability in the charity sector

Purpose - This paper aims to examine 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 limitations/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.