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.
|Number of pages||5|
|Journal||Corporate Governance: The international journal of business in society|
|Publication status||Published - 1 Sept 2001|
- Non-profit organizations