Non-profit Governance

Introduction Part I - Governance and controls: from disciplinary to cognitive approaches Chapter 1 - From Traditional to Collaborative Governance: A stakeholder environment framework Chapter 2 - Implementing and Maintaining an Effective Risk Management System in Non-Profit Organisations: A Conceptual Framework Chapter 3 - The role of public actors in the governance of French non-profit organisations: proposing an integrated governance analysis framework Part II - Governance and stakeholders: from regulation to alliances and collaboration Chapter 4 - New rules: how funding and control tools shape the relationships between social actions actors Chapter 5 - What strategic processes to meet the challenges of democratic governance? The case of mergers between non-profit organisations Chapter 6 - Alliances for Outcome Evaluation and Theory of Change to Generate Impact: Integrating Network Level and Organisational Level Effort Via Organisational Learning Part III - Governance and performance: from financial survival to responsibilities Chapter 7 - Drama-Free Finance: Structures and Strategies for Stability and Growth in Non-profit Organisations Chapter 8 - Double or Tandem Movement? The Emergence and Evolution of Non-profit Social Responsibility Chapter 9 - Social responsibility and sustainability in non-profit organisations: towards a semantic and conceptual precision Part IV - Governance and people: from human capital development to beneficiary focus Chapter 10 - How to retain volunteers? A literature review and a managerial proposal of a volunteer journey Chapter 11 - Why meaning-making capabilities for non-profit executives? Understanding the nature of non-profit leadership between the general and middle-range approaches Chapter 12 - Authentic Beneficiary Engagement in the Aged Care Sector: Advancing Non-profit Governance through Care Conclusion