Board members' influence on the government‐nonprofit relationship

Sharon L. Harlan, Judith R. Saidel

Research output: Contribution to journalArticlepeer-review

47 Scopus citations


This study examines whether, how, and under what conditions nonprofit boards of directors influence the government and voluntary sector relationship. The survey responses of executive directors and board presidents in a randomly selected sample of 400 nonprofit organizations indicate that boards are not bystanders in the contracting relationship with government. Rather, many boards play multiple roles, simultaneously enhancing interdependence and maintaining the boundary between state government and nonprofits.

Original languageEnglish (US)
Pages (from-to)173-196
Number of pages24
JournalNonprofit Management and Leadership
Issue number2
StatePublished - 1994
Externally publishedYes

ASJC Scopus subject areas

  • Strategy and Management


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