governance: convergent expectations, divergent practices

Author: Steane Peter  

Publisher: Emerald Group Publishing Ltd

ISSN: 1472-0701

Source: Corporate Governance: The Int J of Effective Board Performance, Vol.1, Iss.3, 2001-07, pp. : 15-19

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Abstract

This paper argues that divergence rather than convergence is manifested in non-profit governance in non-profit boards in Australia. This reinforces broader literature on governance undertaken in other countries, and suggests expectations of convergence are premature. The inclusion of more women as directors, together with a greater proportion of directors from minority groups in society, supports a view of directorship dissimilar from the corporate sector. Such divergence offers a contribution to the theory and practice of governance because it suggests that policies of convergence need to be built upon a realistic assessment of the ideologies and values that characterise the non-profit sector.