Stanford Social Innovation Review

Flattery, not good governance, reaps corporate directorships – especially for white males.

By tailoring its methods to local values and needs, Rare has slowly seeded conservation programs in 40 countries. Yet as more and more species teeter on the brink of extinction, the organization must expand quickly. Here’s how the boutique nonprofit is delivering customized Rare Pride social marketing campaigns to millions of people in the planet’s most fragile ecosystems.

Role ambiguity dampens board member’s commitments.

The prevailing governance model is fundamentally adversarial, pitting board members in a never-ending struggle with executives. This model may ensure that the legal requirements of oversight and compliance are met, but it does little to advance the organization’s goals. The authors propose a new and more effective framework, one where board members and executives work together to advance the organization’s mission. —By Raymond Fisman, Rakesh Khurana, & Edward Martenson

Are foundations paying trustees too much money?

For nonprofits, communication is often a one-way street.

Why some companies donate to charity.

Surviving—and even thriving—after a change in leadership.

How nonprofit board size and independence
relate to board performance.

Eight reforms to make nonprofits more accountable and effective.

Accountability proposals should focus more on ways to help nonprofits deal with actual ethical crises.

How failing to speak up leads nonprofit boards to persist with mislaid plans.

Are elite boards getting out of touch with their organizations’ true purpose?

How states can protect nonprofit leaders and infuse more money into the sector.