Non-profit Governance

Guillaume Plaisance is an associate professor at the IAE – Bordeaux University School of Management and is the deputy-head of the Corporate Social Responsibility (CSR) axis of research in the Research Institute in Management Science (Bordeaux, France). He is the head of two master’s programmes dedicated to the management of non-profit organisations and to the management of the social responsibility of organisations. He conducted a PhD thesis linking non-profit governance and performance management. His research themes focus on the governance and management of NPOs and the social and societal responsibility of organisations. He is the Vice-president of Recherches & Solidarités, an NPO composed of professional and scientific experts who study the third sector. He is one of the Associate Editors of the Journal of Philanthropy and Marketing. Anne Goujon Belghit is a full professor at the University of Limoges (France) from September 2024. She is a member of CREOP laboratory research. Her academic research concerns four specific fields: ethical decision-making, the relationship to employment, the Territorial Social Responsibility (TSR), and management in non-profit organisations. She teaches organisational behaviour, human resource management, career management, CSR, TSR, and Social and Sustainable Economy (SSE) issues. She is in charge of the chair of human capital of Bordeaux, and she is editor for the academic journal VSE (Vie & Sciences de l’Entreprise).

Introduction Part I – Governance and controls: from disciplinary to cognitive approaches Chapter 1 – From Traditional to Collaborative Governance: A stakeholder environment framework Chapter 2 – Implementing and Maintaining an Effective Risk Management System in Non-Profit Organisations: A Conceptual Framework Chapter 3 – The role of public actors in the governance of French non-profit organisations: proposing an integrated governance analysis framework Part II – Governance and stakeholders: from regulation to alliances and collaboration Chapter 4 – New rules: how funding and control tools shape the relationships between social actions actors Chapter 5 – What strategic processes to meet the challenges of democratic governance? The case of mergers between non-profit organisations Chapter 6 – Alliances for Outcome Evaluation and Theory of Change to Generate Impact: Integrating Network Level and Organisational Level Effort Via Organisational Learning Part III – Governance and performance: from financial survival to responsibilities Chapter 7 – Drama-Free Finance: Structures and Strategies for Stability and Growth in Non-profit Organisations Chapter 8 – Double or Tandem Movement? The Emergence and Evolution of Non-profit Social Responsibility Chapter 9 – Social responsibility and sustainability in non-profit organisations: towards a semantic and conceptual precision Part IV – Governance and people: from human capital development to beneficiary focus Chapter 10 – How to retain volunteers? A literature review and a managerial proposal of a volunteer journey Chapter 11 – Why meaning-making capabilities for non-profit executives? Understanding the nature of non-profit leadership between the general and middle-range approaches Chapter 12 – Authentic Beneficiary Engagement in the Aged Care Sector: Advancing Non-profit Governance through Care Conclusion