This paper examines whether effective governance plays a major role in driving foundations’ strategy when it comes to making the choice between reactive or proactive philanthropy models. More specifically, we investigate the relationships between philanthropic strategy (expressive, receptive, proactive and collaborative) and [a] board capital (competences and networks), [b] board processes (planning, control, evaluation, etc.), and [c] chairman power (entrenchment and tenure).
Foundation’s governance for strategic philanthropy
BOESSO, GIACOMO;CERBIONI, FABRIZIO;MENINI, ANDREA;PARBONETTI, ANTONIO
2012
Abstract
This paper examines whether effective governance plays a major role in driving foundations’ strategy when it comes to making the choice between reactive or proactive philanthropy models. More specifically, we investigate the relationships between philanthropic strategy (expressive, receptive, proactive and collaborative) and [a] board capital (competences and networks), [b] board processes (planning, control, evaluation, etc.), and [c] chairman power (entrenchment and tenure).
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