Behavioural Orientations of Non-Profit Boards as a Factor in Entrepreneurial Performance: Does Governance Matter?

    Authors

    S. M. T. Coombes; M. H. Morris; J. A. Allen;J. W. Webb

    Comments

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    Abbreviated Journal Title

    J. Manage. Stud.

    Keywords

    RESOURCE-BASED VIEW; SUSTAINABLE COMPETITIVE ADVANTAGE; FIRM; PERFORMANCE; STRATEGIC MANAGEMENT; CORPORATE ENTREPRENEURSHIP; SOCIAL; ENTREPRENEURSHIP; ORGANIZATIONS; BUSINESS; ENVIRONMENTS; OWNERSHIP; Business; Management

    Abstract

    Relatively little is understood about factors triggering entrepreneurial behaviour 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 behavioural 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 behavioural orientations impact levels of entrepreneurship occurring within non-profits. Higher levels of entrepreneurship affect social performance, but not financial performance.

    Journal Title

    Journal of Management Studies

    Volume

    48

    Issue/Number

    4

    Publication Date

    1-1-2011

    Document Type

    Review

    Language

    English

    First Page

    829

    Last Page

    856

    WOS Identifier

    WOS:000289950900005

    ISSN

    0022-2380

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