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Adm. Sci. 2014, 4(4), 413-432; doi:10.3390/admsci4040413

Governance in the Arts and Culture Nonprofit Sector: Vigilance or Indifference?

Department of Accounting Studies, HEC Montréal, 3000 Côte-Sainte-Catherine Road, Montréal, QC H3T 2A7, Canada
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Received: 4 July 2014 / Revised: 23 September 2014 / Accepted: 11 October 2014 / Published: 13 November 2014
(This article belongs to the Special Issue Leadership in Non-Profit Organizations)
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Abstract

In this article we attempt to contribute to governance research in the nonprofit area by proposing a conceptual framework inspired by recent developments in the literature. First, we analyze the governance of nonprofit organizations (hereafter, NPOs) from different theoretical perspectives, inspired by for-profit, nonprofit and public sector theories on governance. After presenting a governance framework for NPOs, we explore empirically whether its various dimensions are being taken into account by NPOs in the arts and culture sector. Our findings suggest that, among NPOs in this sector, governance is still viewed as a narrow concept where board members are mainly passive, basically rubber-stamping decisions for the benefit of external funders. View Full-Text
Keywords: governance; non-profit organizations; arts management; governance framework governance; non-profit organizations; arts management; governance framework
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This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. (CC BY 4.0).

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Turbide, J.; Laurin, C. Governance in the Arts and Culture Nonprofit Sector: Vigilance or Indifference? Adm. Sci. 2014, 4, 413-432.

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