Governance: Convergent expectations, divergent practices

Peter Steane*

*Corresponding author for this work

Research output: Contribution to journalReview articlepeer-review

9 Citations (Scopus)


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.

Original languageEnglish
Pages (from-to)15-19
Number of pages5
JournalCorporate Governance: The international journal of business in society
Issue number3
Publication statusPublished - 1 Sept 2001


  • Australia
  • Convergence
  • Directors
  • Governance
  • Non-profit organizations


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