Governance: convergent expectations, divergent practices

Abstract

This paper argues that divergence rather than convergence is manifested in non‐profit governance in non‐profit boards in Australia. This reinforces broader literature on governance undertaken in other countries, and suggests expectations of convergence are premature. The inclusion of more women as directors, together with a greater proportion of directors from minority groups in society, supports a view of directorship dissimilar from the corporate sector. Such divergence offers a contribution to the theory and practice of governance because it suggests that policies of convergence need to be built upon a realistic assessment of the ideologies and values that characterise the non‐profit sector.

Citation

Steane, P. (2001), "Governance: convergent expectations, divergent practices", Corporate Governance, Vol. 1 No. 3, pp. 15-19. https://doi.org/10.1108/EUM0000000005490