Nonprofit versus corporate governance: An economic approach

Speckbacher, Gerhard

doi:10.1002/nml.187

Cited by 82 publications

(77 citation statements)

References 36 publications

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“…Agency theory emphasizes that when ownership and management is separatethen incentives and control are needed to induce managers (agents) to maximize profits -or other organizational goals -such as social performance. Specifically, boards play an important monitoring role in order to reduce agency costs in both for-profit and non-profit firms (Fama and Jensen 1983;Dalton et al, 1998;Dalton et al, 1999;Speckbacher 2008). For example, in relation to monitoring the microbank -an international director can take on a special independent role as he/she is less part of vested domestic interests.…”

Section: The Modelmentioning

confidence: 99%

The impact of international influence on microbanks’ performance: A global survey

Mersland

Randøy

Strøm

2011

International Business Review

121

111

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Microbanks serve micro-enterprises and poor people with financial services. This study examines how various aspects of international influence affect microbanks' financial and social performance.Grounded in agency theory and resource based theory, we argue that there are multiple ways that the internationalization of microbanks might affect performance. Specifically, we argue that one can distinguish between four sources of such internationalization effects; international initiator, international directorship, international debt, and international affiliation/networks. This study utilizes data from 379 microbanks in 73 developing countries -assessed between 2001 and 2008. We find that the internationalization of microbanks to a large extend enhances social performance, but does not enhance financial performance.

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Section: The Modelmentioning

confidence: 99%

The impact of international influence on microbanks’ performance: A global survey

Mersland

Randøy

Strøm

2011

International Business Review

121

111

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“…The stakeholders with the most bargaining power are those with the most influence over the organisation's mission. A clearly defined and wellinformed mission reduces the cost of disagreements and bargaining between stakeholders (Speckbacher 2008).…”

Section: The Mission Of the Organisationmentioning

confidence: 99%

“…However, the empirical evidence from for-profit firms indicates that, on average, boards matter little (Thomsen 2008). Speckbacher (2008) argues that, since non-profit organisations lack owners, their boards play a more important role than those of for-profit firms.…”

Section: Boardsmentioning

confidence: 99%

The governance of non-profit micro finance institutions: lessons from history

Mersland

2009

J Manag Gov

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Microfinance is high on the public agenda, and better corporate governance has been identified as a key factor for enhancing the viability of the industry. However, recent literature on the subject struggles to identify the corporate governance mechanisms that influence the performance of the Micro Finance Institutions (MFIs). Guided by stakeholder and agency theories, this paper uses a historical parallel found in savings banks to present corporate governance lessons for MFIs, particularly non-profit MFIs, today. The findings indicate that monitoring by bank associations, depositors, donors, and local communities was important in securing the survival of savings banks. In addition, a willingness to expand their mission to serve wealthier customers alongside the poor helped the banks become financially viable. These findings could prompt a rethinking of microfinance governance, which stresses regulation, for-profit ownership, and traditional vertical board control. The paper argues that a broader and more stakeholder-based understanding of corporate governance is necessary. Moreover, the paper demonstrates that historical studies can provide governance lessons for today.

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“…Jegers, 2009;Speckbacher, 2008). The core question is which stakeholders make valuable and specific investments into the CSO that are not sufficiently protected by contracts.…”

Section: Fault Lines In Understandings Of Cso Governancementioning

confidence: 99%

Managerialism and Beyond: Discourses of Civil Society Organization and Their Governance Implications

Maier

Meyer

2011

Voluntas

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Different disciplinary, theoretical, and empirical lenses have contributed to a kaleidoscopic picture of CSO governance. Most of the time, CSO governance is contrasted with corporate governance in business organizations; only rarely is the broad variety of CSOs taken into account. To widen this perspective, we develop an empirically grounded typology of five discourses of organization in CSOs: managerialist, domestic, professionalist, grassroots, and civic discourse. We argue that each of these discourses gives specific answers to the three core questions of governance: To whom is the CSO accountable, i.e., who are the key actors who need to be protected by governance mechanisms? For what kind of performance is the CSO accountable? And which structures and processes are appropriate to ensure accountability? The way in which different discourses answer these questions provides us with a deeper understanding of the reasons behind the manifold notions of governance in CSOs.2

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Nonprofit versus corporate governance: An economic approach

Cited by 82 publications

References 36 publications

The impact of international influence on microbanks’ performance: A global survey

The impact of international influence on microbanks’ performance: A global survey

The governance of non-profit micro finance institutions: lessons from history

Managerialism and Beyond: Discourses of Civil Society Organization and Their Governance Implications

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