Date of Graduation
Doctor of Education in Workforce Development Education (EdD)
Rehabilitation, Human Resources and Communication Disorders
Jules K. Beck
Second Committee Member
Social sciences, Balanced Scorecard, Board of directors, Governance, Nonprofit
This qualitative case study examines the gap between expectations of board performance held by the senior leadership and the governing board's self-perception of their role in the governance of the nonprofit organization. The primary research question is: Is an analysis of the gap between governance expectations and the board members' self-perception of governance performance an effective methodology for enhancing the efficacy of the governing board of directors? Nonprofit governance and its effectiveness are difficult concepts to define, given the wide disparity in organizational sizes, structures, and missions. While the academic literature does not identify a dominant methodology for organizational effectiveness and governance in nonprofit organizations, the Balanced Scorecard, developed by Robert Kaplan and David Norton in 1990, may provide a viable option to nonprofit sector. Findings of the study include the challenges of an embryonic nonprofit organization, the ways in which governance efficacy is influenced by board member nonprofit experience, how the board member's self-perception of role affects organizational effectiveness, and the influential role of the executive director in the nascent nonprofit organization.
Aulgur, J. J. (2013). Nonprofit Board Members' Self-Perception in the Role of Organizational Governance and The Balanced Scorecard. Graduate Theses and Dissertations Retrieved from https://scholarworks.uark.edu/etd/861