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Balancing Control and Coaching in CSO Governance : A Paradox Perspective on Board Behavior

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abstract How can governance of civil society organizations be conceptualized more adequately by accounting for the dual and simultaneous requirements of controlling and coaching in board behavior? Empirically, we seem to agree that effective governance of a civil society organization is crucial to its sustained viability. Conceptually, however, we observe a lack of consensus on how to best conceptualize CSO governance. By critically juxtaposing two major theoretical lenses to conceptualize governance, namely agency and stewardship theory, we identify a number of challenges conceptualizing board-management relations that deserve our attention. While agency theory privileges controlling behavior, stewardship theory emphasizes the coaching behavior of boards. The purpose of this paper is to offer a concept of governance that is informed by a paradox perspective advancing a subtler, more adequate conceptualization of board governance that accounts for the often conflicting demands on CSO governance. Drawing on a longitudinal interpretive case study, we exemplify our propositions empirically. The paper concludes with discussing the implications of our argument for CSO governance research and practice.
   
type journal paper
   
keywords
   
project Strategy as Discourse - Reconstructing a Social Practice
language English
kind of paper journal article
date of appearance 8-9-2011
journal VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations
publisher Springer Science (Dordrecht NL)
ISSN 0957-8765
ISSN (online) 1573-7888
DOI 10.1007/s11266-011-9212-6
volume of journal 22
number of issue 4
page(s) 613-638
review double-blind review
   
citation Kreutzer, K., & Jacobs, C. D. (2011). Balancing Control and Coaching in CSO Governance: A Paradox Perspective on Board Behavior. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 22(4), 613-638, DOI:10.1007/s11266-011-9212-6.