Does the Structure and Composition of the Board Matter? The Case of Nonprofit Organizations

By Katherine M. O’Regan, Sharon M. Oster. 2005

178 citations recorded by the source corpus.

Subfields: Accounting, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f74578233f2d90a61d7af7e0fed228d0e05f09a2

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. H. Hu
2. M. Tan
3. O. Tam

In Sociology and Political Science

1. O. Tam

In Strategy and Management

1. M. Tan
2. O. Tam
3. H. Hu

Citations in the corpus

• Internal governance mechanisms and firm performance in China (2009, result): “Lastly, the size of the two corporate boards are inversely related to performance, supporting the view of O'Regan and Oster (2005) that monitoring capability is reduced in a large board.”
• Which Governance Mechanisms Promote Efficiency in Reaching Poor Clients? Evidence from Rated Microfinance Institutions (2012, unknown): “Studies on non-profit boards have suggested that larger boards may be more successful because of the additional duties that board members take on in supervising fundraising, but there is no empirical support for this claim (Oster and O’Reagan, 2004).”