Governance without boards: the Quakers

Governance without boards: the Quakers

Purpose - Boards are a central feature in any discussion of corporate governance. Following the adoption of corporate governance principles in the public sector and the non-profit sector, boards have become a central feature of these entities too. The purpose of this paper is to explore the impact o...

Full description

Saved in:
Bibliographic Details
Published in:Corporate governance (Bradford) 2013-06, Vol.13 (3), p.223-235
Main Author: Velayutham, Sivakumar
Format: Article
Language:eng
Subjects:
Accountability
Boards
Boards of directors
Charities
Corporate governance
Corporate profits
Corporate structure
International business
Meetings
Methodology
Nonprofit organizations
Principles
Public sector
Quakers
Stockholders
Studies
Supports
Transforms
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:Purpose - Boards are a central feature in any discussion of corporate governance. Following the adoption of corporate governance principles in the public sector and the non-profit sector, boards have become a central feature of these entities too. The purpose of this paper is to explore the impact of the adoption of the Charities Act 2006 on the governance structure of the Quakers and on its organisational life.Design methodology approach - The paper adopts an ethnographic approach, using a case study of the Quakers to show the effects of the Charities Act 2006 on the governance structure of a religious charity.Findings - It is argued that the Quakers have had to transform a governance structure developed to support their beliefs and practices focussed on socializing forms of accountability to one emphasising individualizing forms of accountability.Originality value - This study highlights the lack of debate on the adoption of corporate governance structures to non-profit entities through a case study. The findings also show that the Charities Act 2006 has an impact on charities beyond financial accountability.
ISSN:1472-0701
1758-6054