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Adm. Sci. 2015, 5(4), 177-187; doi:10.3390/admsci5040177

Nonprofit Governance, Organizational Purposiveness and Design

School of International Affairs, Management and Urban Policy, The New School for Public Engagement, 72 Fifth Avenue, New York, NY 10011, USA
Academic Editor: Joe Roberts
Received: 29 September 2015 / Accepted: 30 September 2015 / Published: 16 October 2015
(This article belongs to the Special Issue Nonprofit Governance: Concepts, Visions, and Perspectives)
View Full-Text   |   Download PDF [465 KB, uploaded 16 October 2015]
Note: In lieu of an abstract, this is an excerpt from the first page.

Excerpt

The final article published in this Special Issue on nonprofit governance provides a platform for myself as the guest editor in two ways: both to reflect in a Postscript on the editorial process in which I became involved since posting a call for papers, as well as to write this Foreword that helps readers to become engaged in a meaningful discourse with the contributing authors. Incongruous as it may appear to be, I begin with the Postscript, as the Introductory Note to the Special Issue is not meant to integrate the articles published into a consistent concluding argument, but rather to evaluate my role ex post and at the same time to reveal to readers ex ante the premises based on which as guest-editor I selected articles for this Special Issue on nonprofit governance. [...] View Full-Text
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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Wagner, A. Nonprofit Governance, Organizational Purposiveness and Design. Adm. Sci. 2015, 5, 177-187.

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