臺灣博碩士論文加值系統

學界針對非營利組織治理的探討主要是以董事會的決策行為位主，然而此一治理模式的可靠度並不佳，因此本研究以複雜理論與權變理論觀點，再次提出四個非營利組織治理模式，試圖弭補非營利組織治理理論的不足。
本研究以東南亞國家非營利組織為研究對象，採取質性研究與量化研究並行，藉由文獻探討、跨個案分析，先以兩個位在印尼的非營利組織為個案對象，提出初步的非營利組織治理模式與構面，接著以186個在印尼、馬來西亞與新加坡等國的非營利組織為樣本，收集這些組織的公開資訊如組織財務健全度、董事會規模、專家多樣性、資訊公開程度、知識多樣性、權變與官僚程度等，再以多元回歸分析法檢測所有的構面，進而修正本研究所提的初步治理模式，最終提出四個非營利組織治理模式：共同治理模式(collaborative governance model)、夥伴治理模式(partnership governance model)、規範治理模式(compliance governance model)、集體治理模式(collective governance model)。

The study aims to provide a clear explanation on non-profit governance. The idea is coming from facts that most current works has not yet succeeds to derive the model from basic characteristic of NPO. Specifically, this thesis is trying to continue the works of Cornforth (2016a, 2014b, 2013c, 2012d, 2004e), Bradshaw (2009), Brown (2005) and Morgan (1989) who are consistently observing the theme through several different angle. Surprisingly, one of the latest works had falsified the current thought by emphasizing that non-profit governance is about the boards’ behavior, causing all previous methods – which popular as the adoption ways has lost its reliability. However, signaled by former studies, this thesis is trying to incorporate two related behavior theories: contingency and complexity theory.
The thesis begins with posing four questions relating to non-profit governance using South East Asia’s perspective. As the study is aiming to provide a new concept, model and theory therefore, combinations among qualitative and quantitative perspective is undertake. Consequently, methods such as comprehensive literature review, cross-case analysis and desk research are performed to pose the early model for non-profit governance. The model is then being tested upon participative observation research on two NPO in Indonesia to derive the possible attribute in justifying the final model. As to that point, an empirical test using cross-sectional data from 186 NPO in Indonesia, Malaysia and Singapore is perform, aiming for generalization of the findings. As results, the study proposes four models of non-profit governance namely (1) collaborative governance model, (2) partnership governance model, (3) compliance governance model and (4) collective governance model.
From the empirical study, the study emphasizes variables such as economic uncertainty, board size, expert-diversity, level of openness, knowledge diversity, faith diversity, contingency and bureaucracy as having significant contribution to the overall performance. However, with explanations power more than 52.7%, this study confirms that the proposed model might represent the ideal forms of non-profit governance.

CHAPTER 1
INTRODUCTION
1.1 Research background 1
1.2 Guided research questions 11
1.3 Study context 12
1.4 The goal and objectives of the study 15
1.5 Contributions of the study 16
1.6 The structure and outline of the thesis 18

CHAPTER 2
LITERATURE REVIEW
2.1 Introduction 21
2.1.1 Concept evolutions 21
2.1.2 Grounding good governance into social sector 25
2.1.3 Any warranty for better performance? 26
2.2 Organizational theory and non-profit governance 28
2.3 Institutional theory and non-profit governance 31
2.4 Inserting contingency and complexity theory 34
2.5 Relevant theories 36
2.5.1 Organizational democracy 36
2.5.2 Democratic-governance model 38
2.5.3 Compliance model 39
2.5.4 Partnership model 40
2.5.5 Paradox-governance perspective 41
2.6 Directions for future works 44
2.6.1 Contingency theory 45
2.6.2 Complexity theory 50

CHAPTER 3
METHODOLOGY AND METHODS
3.1 Introduction 53
3.2 The research paradigm 54
3.3 Settings of the study 55
3.4 Study design 60
3.5 Methods, data collection procedure, sample and data analysis 62
3.6 Empirical test 68
3.7 Populations and samples 69
3.8 Models and variables 71
3.9 Data analysis 76
3.10 Ethical consideration of the study 77

CHAPTER 4
CASE BACKGROUND
4.1 Introduction 79
4.2 South East Asia – a state of art 79
4.3 Modern NPO 80
4.4 Case 1 – Ursuline education foundations 82
4.5 Case 2 – PPM Management education foundations 84
4.6 Preliminary studies 86
4.7 Derivation of the thesis: connecting themes 89

CHAPTER 5
FINDINGS, ANALYSIS AND DISCUSSION
5.1 Introduction 93
5.2 SEA’S non-profit organization 94
5.2.1 Current progress 94
5.2.2 External influence and challenges 97
5.2.3 Words from the stakeholder: a three nation perspective 100
5.3 Future challenges 106
5.4 Analysis from contingency and complexity 108
5.4.1 Origin of non-profit governance 109
5.4.2 Relating basic value with non-profit governance 113
5.4.3 Influence from other party 116
5.4.4 Dependencies and governance 118
5.4.5 The role of stakeholder 122
5.4.6 Boards’ behavior 124
5.4.7 Bureaucracy 126
5.5 Western and eastern perspective on governance 127
5.6 Non-profit governance model 130
5.6.1 Collaborative-governance model 134
5.6.2 Partnership-governance model 136
5.6.3 Compliance-governance model 138
5.6.4 Collective-governance model 140
5.7 Coevolution of the model 142


CHAPTER 6
EMPIRICAL TEST
6.1 Descriptive statistic and regressions 145
6.2 Relating governance to NPOs’ performance 150
6.2.1 Governance and economic uncertainty 150
6.2.2 Board size, duality, and level of openness 152
6.2.3 The role of diversity in the governance 153
6.2.4 Bureaucracy and non-profit governance 154
6.3 Discussion 155

CHAPTER 7
CONCLUSION
7.1 Conclusion 159
7.2 Limitations and direction for future studies 162

Abor, J., & Adjasi, C. K. D. (2007). Corporate governance and the small and medium enterprise sector: Theory and implications. Corporate Governance: The International Journal of Business in Society, 7(2), 111-122. Doi: 10.1108/14720700710739769.
Alexander, J. A., & Weiner, B. J. (1998) The adoption of the corporate governance model by nonprofit organizations. Nonprofit Management and Leadership, 8(3), 223-242. Doi: 10.1002/nml.8302.
Altuna, N., Contri, A. M., Dell’Era, C., Frattini, F., & Maccarrone, P. (2015). Managing social innovation in for-profit organizations: The case of intesa Sampaolo. European Journal of Innovation Management, 18(2), 258-280. Doi: 10.1108/EJIM-06-2014-0058.
Amran, A., Lee, S. P., & Devi, S. S. (2013). The influence of governance structure and strategic corporate social responsibility toward sustainability reporting quality. Business Strategy and the Environment, 23(4), 217-235. Doi: 10.1002/bse.1767.
Anderson, P. (1999). Perspective: Complexity theory and organization science. Organization Science, 10(3), 216-232. Doi: 10.1287/orsc.10.3.216.
Anheier, H. K., & Seibel, W. (1990). The third sector: A comparative studies of non-profit organizations. De Gruyter, New York: USA.
Ansell, C., & Gash, A. (2007). Collaborative governance in theory and practice. Journal of Public Administration Research and Theory, 18(4), 543-571. Doi: 10.1093/jopart/mum032.
Armherst, H. (2017). Collaboration handbook: Creating, sustaining and enjoying the journey. Wilder Foundation Press, California: USA.
Ayuso, S., rodriguez, M. A., Garica-Castro, R., & Arino, M. A. (2014). Maximizing stakeholders’ interests: An empirical analysis of the stakeholder approach to corporate governance. Business & Society, 53(3), 414-439. Doi: 10.1177/0007650311433122.
Bacq, S., & Eddleston, K. A. (2016) A resource-based view of social entrepreneurship: How stewardship culture benefits scale of social impact. Journal of Business Ethics,10(1), 1-7. Doi: 10.1007/s10551-016-3317-1.
Bader, V. (2007). Secularism or democracy? Associational governance of religious diversity. Amsterdam University Press, Amsterdam: the Netherlands.
Baker, H. K., & Anderson, R. (2010). Corporate governance: A synthesis of theory, research and practice. John Wiley, New York: USA.
Barber, B. R. (1984) Strong democracy: Participatory politics for a new age. Berkeley: University of California Press.
Bauer, R., Guenster, N., & Otten, R. (2004). Empirical evidence on corporate governance in Europe: The effect on stock returns, firm value and performance. Journal of Asset Management, 5(2), 91-104.
Baysinger, B. D., & Butler, H. N. (1985). Corporate governance and the board of directors: Performance changes in board composition. Journal of Law, Economics & Organization, 1(1), 101-124.
Ben-Ner, A., & Van Hoomissen, T. (1994). The governance of non-profit organizations: Law and public policy. Nonprofit Management and Leadership, 4(4), 393-414. Doi: 10.1002/nml.4130040404.
Berent-Braun, M. M., & Uhlaner, L. M. (2012) Family governance practices and teambuilding: Paradox of the enterprising family. Small Business Economics, 38(1), 103-119.
Bernstein, R., Buse, K., & Bilimoria, D. (2016) Revisiting agency and stewardship theories. Nonprofit Management and Leadership, 26(4), 489-498. Doi: 10.1002/nml.21199.
Berle, A., & Means, G. (1932). The modern corporation and private property. Macmillan, New York: USA.
Bhagat, S., & Bolton, B. (2008). Corporate governance and firm performance. Journal of Corporate Finance, 14(3), 257-273. Doi: 10.1016/j.jcorpfin.2008.03.006.
Bingham, L. B., & Nabatchi, T. (2005). The new governance; Practices and processes for stakeholder and citizen participation in the work of government. Public Administration Review, 65(5), 547-558. Doi: 10.1111/j.1540-6210.2005.00482.x.
Borzaga, C., & Sacchetti, S. (2015). Inclusive governance in non-profit organizations. In C. Borzaga and S. Sacchetti, Societa’ Italiana degli Economisti – English edition, Naples: Italy.
Bougon, M. G. (1992). Congregate cognitive maps: A unified dynamic theory of organization strategy. Journal of Management, 29(3), 369-387. Doi: 10.1111/j.1467-6486.1992.tb00670.x.
Brabham, D. C. (2008). Crowdsourcing as a model for problem solving: An introduction and cases. Convergence: The International Journal of Research into New Media Technologies, 40(1), 75-90. Doi: 10.1177/1354856507084420.
Bradshaw, P. (2009). A contingency approach to non-profit governance. Nonprofit Management and Leadership, 20(1), 61-82. Doi: 10.1002/nml.241.
Bradshaw, P. (2007). Non-profit governance models: Problems and prospects. Published paper in ARNOVA Conference Seattle Washington, July 14th-15th.
Brinkerhoff, J. M. (2011). Public-private partnerships: Perspectives on purposes, publicness and good governance. Public Administration and Development, 31(1), 2-14. Doi: 10.1002/pad.584.
Brodbeck, P. W. (2002). Complexity theory and organization procedure design. Business Process Management Journal, 8(4), 377-402. Doi: 10.1108/14637150210435026.
Brown, W. A. (2005). Exploring the association between board and organizational performance in non-profit organizations. Nonprofit Management and Leadership, 15(3), 317-339. Doi: 10.1002/nml.71.
Brown, W. A. (2002). Inclusive governance practices in non-profit organizations and implications for practice. Nonprofit Management and Leadership, 12(4), 369-385. Doi: 10.1002/nml.12404.
Bryson, J. M., Sancino, A., Benington, J., & Sorensen, E. (2017). Towards a multi-actor theory of public value co-creation. Public Management Review, 19(5), 640-654. Doi: 10.1080/14719037.2016.1192164.
Bryson, J. M. (1988). A strategic planning process for public and non-profit organizations. Long Range Planning, 21(1), 73-81. Doi: 10.1016/0024-6301(88)90051-1.
Cardinale, I. (2017). Beyond constraining and enabling: Towards new microfoundations for institutional theory. Academy of Management Review, 20(1), 1-20. Doi: 10.5465/amr.2015.0020.
Carver, J. (2011). Boards that make a difference: A new design for leadership in non-profit and public organizations. John Wiley & Sons, San Fransisco: USA.
Castles, S. (1998). New migrations, ethnicity and nationalism in South East Asia. Published Conference Paper: Transnational Communities Programs, School of Geography, Oxford University: UK.
Chait, R. P., Ryan, W. P., & Taylor, B. E. (2011). Governance as leadership: Reframing the work of non-profit boards. John Wiley & Sons, New Jersey: USA.
Chavez, J. J. (2015). Transnational social movement in ASEAN policy advocacy: The case of regional migrant’s right policy. Research Paper 10-2015, United Nationa Research Institute for Social Development.
Chokkalingam, T. S. V., & Ramachandran, T. (2015). The perception of donors on existing regulation and code of governance in Singapore non-profit organizations – A conceptual framework. Asian Social Science, 11(9), 125-134.
Chuanrommanee, W., & William, F. S. (2007). Corporate governance in ASEAN financial corporations: Reality or illusion? Corporate Governance: An International Review, 15(2), 272-283. Doi: 10.1111/j.1467-8683.2007.00559.x.
Clarke, T. (1998). Research on corporate governance. Corporate Governance: An International Review, 6(1), 57-66. Doi: 10.1111/1467-8683.00081.
Clemens, E. (2006) The constitution of citizens: Political theories of nonprofit organizations. The nonprofit sector: A research handbook. Yale University Press.
Coffee, J. C., & Palia, D. (2016). The wolf at the door: The impact of hedge fund activism on corporate governance. Annals of Corporate Governance, 1(1), 1-94. Doi: 10.1561/109.00000003.
Considine, M., & Lewis, J. M. (2003). Bureaucracy, network or enterprise? Comparing the models of governance in Australia, Britain, the Netherlands and New Zealand. Public Administration Review, 63(2), 131-140. Doi: 10.1111/1540-6210.00274.
Cole, G. (2017). The intersection of Corporate Social Responsibility and the Nonprofit industrial complex exploitative child labor in Cote d’Ivoire’s chocolate industry. Columbia Social Work Review, 5, 53-63.
Core, J. E., Holthausen, R. W., & Larcker, D. F. (1999). Journal of Financial Economics, 51(3), 371-406. Doi: 10.1016/S0304-405X(98)00058-0.
Cornforth, C., & Macmillan, R. (2016). Evolution in board chair-CEO relationships: A negotiated order perspective. Nonprofit and Voluntary Sector Quarterly, 45(5), 949-970. Doi: 10.1177/0899764015622705.
Cornforth, C. (2014). Understanding and combating mission drift in social enterprise. Social Enterprise Journal, 10(1), 3-20. Doi:10.1108/SEJ-09-2013-0036.
Cornforth, C., & Brown, W. A. (2013). Nonprofit governance: Innovative perspective and approach. Routledge, New York: USA.
Cornforth, C. (2012). Non-profit governance research: Limitations of the focus on boards and suggestions for new directions. Nonprofit and Voluntary Sector Quarterly, 41(6), 1116-1135. Doi: 10.1177/0899764011427959.
Cornforth, C. (2004). The governance of cooperatives and mutual associations: A paradox perspective. Annals of Public and Cooperative Economics, 75(1), 11-32. Doi: 10.1111/j.1467-8292.2004.00241.x.
Cotterlaz-Rannard, G., Bocquest, R., & Ferrary, M. (2017). Partnering with firms: Do non-profit organizations sell their soul to the devils? Academy of Management – Proceedings, supplement 13730, 15-44. Doi:10.5465/AMBPP.2017.13730abstract.
Coughlan, A., Schmidt, R. (1985). Executive compensation, management turnover, and firm performance: An empirical investigation. Journal of Accounting and Economic, 7, 43-66.
Coule, T. M. (2013). Nonprofit governance and accountability. Nonprofit and Voluntary Sector, 44(1), 75-97. Doi: 10.1177/0899764013503960.
Crone, D. K. (1988). State, social elites and government capacity. Journals of World Politics, 40(2), 252-268. Doi: 10.2307/2010364.
Daily, C. M., Dalton, D. R., & Cannella, A. A. (2003). Corporate governance: Decades of dialogue and data. Academy of Management Review, 28(3), 371-382. Doi: 10.5465/AMR.2003.10196703.
Damanpour, F. (1996). Organizational complexity and innovation: Developing and testing multiple contingency models. Management Science, 42(5), 693-716.
DaSilva, J. M. (2015). Episcopal reform and politics in modern Europe. Truman State University Press, Missouri: USA.
DeAngelo, H., & DeAngelo, L. (1985). Managerial ownership and voting rights. Journal of Financial Economics, 14, 33-69.
Dees, J. G. (1998). Enterprising non-profits. Harvard Business Review, January-February, 56-67.
Denis, D. K. (2001). Twenty-five years of corporate governance research and accounting. Review of Financial Economics, 10(3), 191-212. Doi: 10.1016/S1058-3300(01)00037-4.
Dent, D. W. (2014) Coporate governance without shareholders: A cautionary lesson from non-profit organizations. Journal of Corporate Law, 93, 93-114.
Dahl, R. (1985) A preface to economic democracy. Berkeley: University of California Press.
DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationalism in organizational fields. American Sociological Review, 48, 147-160.
Donaldson, L. (2006). The contingency theory of organizational design: Challenges and opportunity. In R. M. Burton, D. D. Hakonsson, B. Eriksen and C. S. Snow, Organization Design: The evolving state of the art. Springer: The Netherlands.
Donaldson, L. (2001). The contingency theory of organization. Sage Publications, California: USA.
Donaldson, T., & Preston, L. E. (1995). The stakeholder theory of the corporations: Concepts, evidence and implications. Academy of Management Review, 20(1), 65-91. Doi: 10.5465/AMR.1995.9503271992.
Donaldson, L., & Davis, J. H. (1991). Stewardship theory or agency theory: CEO governance and shareholder returns. Australian Journal of Management, 16(1), 49-64. Doi: 10.1177/031289629101600103.
Drazin, R., Van de Ven, A. H. (1985). Alternative forms of fit in contingency theory. Administrative Science Quarterly, 30(4), 514-539. Doi: 10.2307/2392695.
Drucker, P. (1995). Managing the non-profit organizations: Practice and principles. Routledge, New York: USA.
Drucker, P. (1990). Lessons for successful non-profit governance. Nonprofit Management & Leadership, 1(1), 7-14. Doi: 10.1002/nml.4130010103.
Duit, A., & Galaz, V. (2008). Governance and complexity – Emerging issues for governance theory. Governance: An International Journal of Policy, Administration and Institution, 21(3), 311-335. Doi: 10.1111/j.1468-0491.2008.00402.x.
Duit, A., Galaz, V., Eckerberg, K., & Ebbesson, J. (2010). Governance, complexity and resilience. Global Environmental Change, 20(3), 363-368. Doi: 10.1016/j.gloenvcha.2010.04.006.
Dunn-Cavelty, M., & Suter, M. (2009) Public-private partnerships are no silver bullet: An expanded governance model for critical infrastructure protection. International Journal of Critical Infrastructure Protection, 2(4), 179-187. Doi: 10.1016/j.ijcip.2009.08.006.
Eccles, J. C., & Popper, K. (2014). The self and its brain: An argument for interactionism. Routledge, New York: USA.
Eikenberry, A. M. (2009) Refusing the market: A democratic discourse for voluntary and nonprofit organizations. Nonprofit and Voluntary Sector Quarterly, 38(4), 582-596. Doi: 10.1177/0899764009333686.
Evers, H. D. (2003). Transition towards a knowledge society: Malaysia and Indonesia in comparative perspective. Comparative Sociology, 2(2), 355-373. Doi: 10.1163/156913303100418816.
Fan, J.P. H., Wong, T. J., & Zhang, T. (2007). Politically connected CEOs, corporate governance and post IPO performance of China’s newly partially privatized. Journal of Financial Economics, 84(2), 330-357. Doi: 10.1016/j.jfineco.2006.03.008.
Filatotchev, I., Lien, Y. C., & Piesse, J. (2005). Corporate governance and performance in publicly listed, family-controlled firms: evidence from Taiwan. Asia Pacific Journal of Management, 22(3), 257-283.
Fleming, D. E. (2004). Democracy’s ancient ancestors: Mari and early collective governance. Online versions, Cambridge University Press. www.cambridge.org, retrieved on January 18th 2018.
Frank, T. M. (1992) the emerging right to democratic governance. The American Journal of International Law, 86(1), 46-91.
Franks, J., Mayer, C. (1990). Takeovers: Capital market and corporate control: A study of France, Germany and UK. Economic Policy: A European Forum, 10, 189-231.
Freeman, R. E., & Evan, W. M. (1990). Corporate governance: A stakeholder interpretation. Journal of Behavioral Economics, 19(4), 337-359. Doi: 10.1016/0090-5720(90)90022-Y.
Freeman, R. E., & Reed, D. L. (1983). Stockholders and stakeholders: A new perspective on corporate governance. California Management Review, 25(3), 88-106. Doi: 10.2307/41165018.
George, C. (2005). The internet’s political impact and the penetration paradox in Malaysia and Singapore. Media, Culture & Society, 27(6), 903-920. Doi: 10.1177/0163443705057678.
Georgen, M., Mallin, C., Mitleton-Kelly, E., & Al-Hawamdeh, A. (2010). Corporate governance and complexity theory. Edward Elgar Publishing Company, Cheltenham:UK
Grayson, D. (2016). Corporate social responsibility and human rights in Asia. Pacific Affairs, 89(1), 119-121.
Green, P. (1985) Retrieving democracy: In search of civic equality. Totowa: N.J: Bowman and Allanheld.
Guay, T., Doh, J. P., & Sinclair, G. (2004). Non-governmental organizations, shareholder activism and socially responsible investments: Ethical, strategic and governance implications. Journal of Business Ethics, 52(1), 125-139. Doi: 10.1023/B:BUSI.0000033112.11461.69.
Gundlach, E., & Wobmann, L. (2001). The fading productivity of schooling in South East Asia. Journal of Asian Economics, 12(3), 401-417.
Guo, C. (2007). When government becomes the principal philanthropies: The effects of public funding on patterns of non-profit governance. Public Administration Review, 67(3), 458-473. Doi: 10.1111/j.1540-6210.2007.00729.x
Guo, C., & Acar, M. (2005). Understanding collaboration among non-profit organizations: Combining resource dependency, institutional and network perspectives. Nonprofit and Voluntary Sector Quarterly, 34(3), 340-361. Doi: 10.1177/0899764005275411.
Guo, C., Webb, N. J., Abzug, R. (2013). Religious affiliation, religious attendance, and participation in social change organizations. Nonprofit and Voluntary Sector Quarterly, 41(1), 34-58. Doi: 10.1177/0899764012473385.
Haniffa, R., & Hudaib, M. (2006). Corporate governance structure and performance of Malaysian listed companies. Journal of Business Finance & Accounting, 33(8), 1034-1062. Doi: 10.1111/j.1468-5957.2006.00594.x
Haniffa, R. M., & Cooke, T. E. (2005). The impact of culture and governance on corporate social reporting. Journal of Accounting and Public Policy, 24(5), 391-430. Doi: 10.1016/j.jaccpubpol.2005.06.001.
Hart, O., & Moore, J. (1995). Debt and seniority: An analysis of the role of hard claims in constraining management. American Economic Review, 85, 567-585.
Harrow, J., & Phillips, S. D. (2013) Corporate governance and nonprofits. The Oxford Handbook of Corporate Governance. Oxford Press: United Kingdom
Hasenfeld, Y., & Gidron, B. (2005). Understanding multi-purpose hybrid voluntary organizations: The contributions of theories on civil society, social movement and non-profit organization. Journal of Civil Society, 1(2), 97-112. Doi: 10.1080/1744860500337350.
Hefner, R. W. (2001). The politics of multiculturalism: Pluralism and citizenship in Malaysia, Singapore and Indonesia. University of Hawa’I Press: USA.
Heimovics, R. D., Herman, R. D., & Coughlin, C. L. J. (1993). Executive leadership and resource dependence in non-profit organizations: A frame analysis. Public Administration Review, 53(5), 419-427. Doi: 10.2307/976342.
Helmig, B., Jegers, M., Lapsley, I. (2004). Challenges in managing non-profit organization: A research overview. Voluntas: international Journal of Voluntary and Nonprofit Organization, 15(2), 101-116.
Hofer, C. W. (1975). Towards a contingency theory of business strategy. Academy of Management Journal, 18(4), 784-801. Doi: 10.2307/255379.
Hume, C., & Hume, M. (2008). The strategic role of knowledge management in non-profit organizations. International Journal of Nonprofit and Voluntary Sector Marketing, 13(12), 129-140. Doi: 10.1002/nvsm.316.
Jaskyte, K., & Dressler, W. W. (2005). Organizational culture and innovation in non-profit human services organization. Administration in Social Work, 29(2), 23-41. Doi: 10.1300/j147v29n02_03.
Jegers, M. (2009). Corporate governance in non-profit organizations. Nonprofit Management & Leadership, 20(2), 143-164. Doi: 10.1002/nml.246.
Jensen, M. C. (2001). Value maximization, stakeholder theory and the corporate objective function. Journal of Applied Corporate Finance, 14(3), 8-21. Doi: 10.1111/j.1745-6622.2001.tb00434.x.
Jensen, P. R. (2017). People can’t believe we exist: Social sustainability and alternative non-profit organization. Critical Sociology, 20(1), 210-242. Doi: 10.1177/0896920517691106.
Jones, L. (2016). Explaining the failure of the ASEAN economic community: The primacy of domestic political economy. The Pacific Review, 29(5), 647-670. Doi: 10.1080/09512748.2015.1022593.
Joo, T. W. (2003) A trip through the maze of corporate democracy: Shareholder voice and management composition. St. John’s Law Review, 77, 735-774.
Kerlin, J. A. (2013). Defining social enterprise across different contexts: A conceptual framework based on institutional factors. Journal of Nonprofit and Voluntary Sector Quarterly, 42(1), 84-108. Doi: 10.1177/0899764011433040.
Kerlin, J. A. (2006). Social enterprise in the United States and Europe: Understanding and learning from the differences. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 17, 246-267. Doi: 10.1007/s11266-006-9016-2.
Khan, M. M., & Bhatti, M. I. (2008). Islamic banking and finance: on its way to globalization. Managerial Finance, 34(10), 708-725. Doi: 10.1108/03074350810891029.
Kim, J. H., & Shamsuddin, A. (2008). Are Asian stock markets efficient? Evidence from new multiple variance ratio test. Journal of Empirical Finance, 15(3), 518-532. Doi: 10.1016/j.jempfin.2007.07.001.
Klapper, L. F., & Love, I. (2004). Corporate governance, investor protection and company performance in emerging markets. Journal of Corporate Finance, 10(5), 703-728. Doi: 10.1016/S0929-1199(03)00046-4.
Kong, E. (2008). The development of strategic management in the non-profit context: Intellectual capital in social service non-profits organizations. International Journal of Management Review, 10(3), 281-299. Doi: 10.1111/j.1468-2370.2007.00224.x.
Kreutzer, K. (2009). Non-profit governance during organizational transition in voluntarily associations. Nonprofit Management and Leadership, 20(1), 117-133. Doi: 10.1002/nml.244.
Kurland, N. B., McCaffrey, S. J. (2014). Social movement organization leaders and creation of markets for “local” goods. Business & Society, 55(7), 1017-1058. Doi: 10.1177/0007650314549439.
La Porta, R., Lopez-de-Silanes, F., Shleifer, A., & Vishny, R. (2000). Investor protection and corporate governance. Journal of Financial Economics, 58(2), 3-27. Doi: 10.1016/S0304-405X(00)00065-9.
Lakeland, P. (2004). Governance, accountability and the future of the Catholic Church. Theological Studies, 64(4), 885-886. Doi: 10.1177/004056390406500429.
Lane, D. M. (2016). Advanced statistics. 2nd edition, University of Huston Press, Texas: USA.
Larcker, D. F., Richardson, S. A., & Tuna, I’rem. (2007). Corporate governance, accounting outcomes and organizational performance. The Accounting Review, 82(4), 963-1008. Doi: 10.2308/accr.2007.82.4.963.
Lee, E. W. Y., & Haque, M. S. (2008). Development of the non-profit sector in Hong Kong and Singapore: A comparison of two statist-corporatist regimes. Journal of Civil Society, 4(2), 97-112. Doi: 10.1080/17448680802335169.
Lee, J. S. (2017). Past and present issues with non-profit organizations. In E. P. Congress, Luks, A., and Petit, F. Non-profit management: A social justice approach. Springer Publishing Company, USA.
Levy, D. L. (2000). Applications and limitations of complexity theory in organization theory and strategy. In J. Rabin, G. J. Miller, and W. Bradley-Wilbread. Handbook of Strategic Management. Marcel Deker, New York: USA.
Lewin, A. Y. (1999). Application of complexity theory to organization science. Organization Science, 10(3), 215-225. Doi: 10.1287/orsc.10.3.215.
Lipsky, M., & Smith, S. R. (1989). Nonprofit organizations, government and welfare. Political Science Quarterly, 104(4), 625-648.
Loorbach, D. (2010). Transition management for sustainable development: a prescriptive, complexity-based governance framework. Governance: An International Journal of Policy, Administration, Institution, 23(1), 161-183, Doi: 10.1111/j.1468-0491.2009.01471.x
Low, C. (2006). A framework for the governance of social enterprise. International Journal of Social Economics, 33(6), 376-385. Doi: 10.1108/03068290610660652.
Luoma, P., & Goodstein, J. (1999). Stakeholders and corporate boards: Institutional influences on board composition and structure. Academy of Management Journal, 42(5), 553-563.
Lupia, A., & Matsusaka, J. G. (2004) direct democracy: New approaches to old questions. Annual Review of Political Science, 7, 463-482.
Luviene, N., Stitely, A., & Hyot, L. (2010) Sustainable economic democracy: Worker cooperatives for the 21st century. MITCoLab: Community Innovation Lab, Massachusetts Intitute of Technology, Cambridge.
Maggioni, D., & Santangelo, G. D. (2017). Local environmental non-profit organization and green investment strategies of family firms. Ecological Economics, 138, 126-138. Doi: 10.1016/j.ecolecon.2017.03.026.
Maitlis, S. (2005). The social process of organizational sense-making. Academy of Management Journal, 48(1), 21-49.
Mansbridge, J. (2014) A contingency theory of accountability. In M. Bovens, R. E. Goodin and T. Schillemans, (Eds). The Oxford Handbook of Public Accountability. Oxford University Press: UK.
Maruyama, Y., Nishijido, M., & Lida, T. (2007) The rise of community wind power in Japan: Enhanced acceptance through social innovation. Energy Policy, 35(5), 2761-2769. Doi: 10.1016/j.enpol.2006.12.010.
Mason, C., Kirkbride, J., & Bryde, D. (2007). From stakeholders to institutions: The changing face of social enterprise governance theory. Management Decision, 45(2), 284-301. Doi: 10.1108/00251740710727296.
Masulis, R. W., Wang, C., & Xie, F. (2012). Globalizing the boardroom – The effects of foreign directors on corporate governance and firm performance. Journal of Accounting and Economics, 53(3), 527-554. Doi: 10.1016/j.jacceco.2011.12.003.
Maysami, R. C., & Kwon, W. J. (1999). An analysis of Islamic takaful insurance: A cooperative insurance mechanism. Journal of Insurance Regulation, 18(1), 109-132.
McCahery, J. A., Sautner, Z., & Starks, L. T. (2016). Behind the scenes: The corporate governance preferences of institutional investors. The Journal of Finance, 71(6), 2905-2932. Doi: 10.1111/jofi.12393.
McCarthy, S. K. (2017). In between the divine and leviathan: Faith-based charity, religious overspill and the governance of religion in China. The China Review, 17(2), 65-93.
McKinney, J. (2017). Understanding gender dysphoria: Navigating transgender issues in a changing culture. Christian Scholar’s Review, 46(3), 312-334.
McMurray, A. J., & Pirola-Merlo, A. (2010). Leadership, climate, psychological capital, commitment and well being on non-profit organization. Leadership & Organizational Development Journal, 31(5), 436-457. Doi: 10.1108/01437731011056452.
McKillop, D. G., & Wilson, J. O.S. (2015). Credit Unions as cooperative unions: Distinctiveness, performance and prospects. Working Papers in Responsible Banking & Finance, WP No. 15-003, University of St. Andrews.
Menkhof, T., & Sikorski, D. (2002). Asia’s Chinese entrepreneurs: Between myth making and renewal. In T. Menkhoff and S. Gerke, Chinese entrepreneurship and Asian business networks. RoutledgeCourzon, New York: USA.
Menon, J., & Melendez, A. C. (2017). Realizing an ASEAN economic community: progress and remaining challenges. The Singapore Economic Review, 62(3), 681-705.
Mercer, C. (2003). Performing partnership: Civil society and the illusions of good governance in Tanzania. Political Geography, 22(7), 741-763. Doi: 10.1016/S0962-6298(03)00103-3.
Mersland, R. (2011). The governance of non-profit micro finance institutions: Lessons from history. Journal of Management & Governance, 15(3), 327-348. Doi: 10.1007/s10997-009-9116-7.
Meyer, J. W., & Scott, W.R. (1992). Organizational environments, ritual and rationality. Sage Publications, Newsbury Park.
Miller-Mielesen, J. L. (2003). Understanding the behavior of non-profit boards of directors: a theory-based approach. Nonprofit and Voluntary Sector Quarterly, 32(4), 521-547. Doi: 10.1177/0899764003257463.
Miller, J. L. (2002). The board as a monitor of organization activity: The applicability of agency theory to non-profit boards. Nonprofit Management & Leadership, 12(4), 429-450. Doi: 10.1002/nml.12407.
Murray, V., Bradshaw, P., &Wolpin, J. (1992). Power in and around non-profit governance: A neglected dimension of governance. Nonprofit Management & Leadership, 3(20), 162-185. Doi: 10.1002/nml.4130030205.
Morgan, G. (1989). Creative organization theory: A resource book. Sage Publications, California: USA.
Morgan, C. (2017). Public-private partnership in education and corporate social responsibility: Needs for and impacts of education in India and Indonesia. Corporate Social responsibility and the three sectors in Asia. SpringerLink.
Moriarty, J. (2016) The demands of stakeholder theory for corporate governance. Business Ethics Journal Review, 4(8), 47-52.
Muth, M., & Donaldson, L. (1998). Stewardship theory and board structure: A contingency approach. Corporate Governance: An International Review, 6(1), 5-28. Doi: 10.1111/1467-8683.00076.
Nicholson, G. J., & Kiel, G. C. (2007). Can directors impact performance? A case based test of three theories of corporate governance. Corporate Governance: An International Review, 15(4), 585-608. Doi: 10.1111/j.1467-8683.2007.00590.x
Nicholls, A., & Murdock, A. (2012) The nature of social innovation. Palgrave Macmillan, London.
Nickerson, J. A., & Zenger, T. R. (2002). Being efficiently fickle: A dynamic theory of organizational choice. Organization Science, 13(5), 547-566. Doi: 10.1287/orsc.13.5.547.7815
Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1), 14-37. Doi: 10.1287/orsc.5.1.14.
O’Boyle, I., & Hassan, D. (2014). Performance management and measurement in national-level non-profit organizations. European Sport Management Quarterly, 14(3), 299-314. Doi: 10.1080/16184742.2014.898677.
Oliver, C. (1991). Strategic responses to institutional processes. Academy of Management Review, 16(1), 145-179.
Ong, A. (1990). State versus Islam: Malay families, women’s bodies and the body politic in Malaysia. American ethnologist: Journal of the American Ethnological Society, 17(2), 258-276. Doi: 10.1525/ae.1990.17.2.02a00040.
Ostrower, F., & Stone, M. M. (2010). Moving governance research forward: A contingency based framework and data application. Nonprofit and Voluntary Sector, 39(5), 901-924. Doi: 10.1177/0899764009338962.
Osula, B., & Ng. E, C, W. (2014). Toward a collaborative, transformative model of non-profit leadership: Some conceptual building blocks. Administrative Science, 4(2), 87-104. Doi: 10.390/admsci4020087.
Papaspyropoulos, K. G., Blioumis, V., Christodoulou, A. P., Birtsas, P. K., & Skordas, K. E. (2012). Challenges in implementing environmental management accounting tools: The case of a non-profit forestry organization. Journal of Cleaner Production, 30, 132-143. Doi: 10.1016/j.jclepro.2012.02.004.
Pawlson, L. G., & O’kane, M. E. (2002). Professionalism, regulation and the market: Impact on accountability for quality of care. Health Affairs, 21(3), 200-207.
Pestoff, V., & Hulgard, L. (2015) Participatory governance in social enterprise. Published paper at the 5th EMES International Conference on Social Enterprise. Helsinki, June 30th-July 3rd 2015.
Pierre, J. (2000). Debating governance: Authority, steering and democracy. Oxford University Press, New York: USA.
Piper, N., & Uhlin, A. (2004). Transnational activism in Asia: Problems of power and democracy. Routledge, New York: USA.
Piper, N. (2006). Migrant worker activism in Singapore, and Malaysia: Freedom of association and the role of state. Asian and Pacific Migration Journal, 15(3), 359-380. Doi: 10.1177/011719680601500304.
Pohl, F. (2006). Islamic education and civil society: Reflections on the pesantren tradition in contemporary Indonesia. Comparative Education Review, 50(3), 389-421.
Pomfret, R. (2013). ASEAN’s new frontiers: Integrating the newest members into the ASEAN economic community. Asian Economic Policy Review, 8(1), 25-41. Doi: 10.1111/aepr.12000.
Popper, K. (2014). Conjecture and refutations: The growth of scientific knowledge. Routledge, New York: USA.
Prugsamatz, R. (2010). Factors that influence organization learning sustainability in non-profit organizations. The Learning Organization, 17(3), 243-267. Doi: 10.1108/09696471011034937.
Ramanath, R. (2016). Unpacking donor retention: Individual monetary giving to US-based Christian faith related international nongovernmental organizations. Religions, 7(11), 133-162. Doi: 10.3390/rel7110133.
Reiser, C., & Kaindl, H. (1994). Case-based reasoning for multi-step problems and its integration with heuristic search. European Workshop on Advances in Case-based Reasoning, 113-125. SpringerLink, Heidelberg: Berlin.
Renz, D. O., & Herman, R. D. (2016). Nonprofit leadership and management. 4th edition, Jossye-Bass, Wiley: USA.
Renz, D. O., & Anderson, F. O. (2013). Nonprofit governance. In C. Cornforth and W. A. Brown (Eds). Nonprofit governance: Innovative perspective and approaches. Routledge, New York: USA.
Rodan, G. (2004). Transparency and authoritarian rule in South East Asia. Routledge Courzon, New York: USA.
Ruland, J. (2016). Why (most) Indonesian businesses fear the ASEAN economic community: Struggling with South East Asia’s regional corporatism. Third World Quarterly, 37(6), 1130-1145. Doi: 10.1080/01436597.2015.1133245
Sacchetti, S., & Tortia, E. (2018). The notion of social responsibility across different types of non-profit and for profit organizations. In L. Sacconi and G. Degli Antonio (Eds.), Handbook on the economics of social responsibility: Individuals, corporation and institutions. Elgar, UK Open University Press.
Sauerwald, S., Van Oosterhout, J., & Van Essen, M. (2016) Expressive shareholder democracy: A multilevel study of shareholder dissent in 15 Western European Countries. Journal of Management Studies, 53(4), 520-551. Doi: 10.1111/joms.12171.
Savage, J. (2000). Participative observation: Standing in the shoes of others. Qualitative Health Research, 10(3), 324-339.
Schere, A. G. (1998). Pluralism and incommensurability in strategic management and organization theory: A problem in search of a solution. Organization, 5(2), 147-168. Doi: 10.1177/135050849852001.
Schmidt, B. (2000). The modelling of human behavior. Erlangen: SCS Publications, Clairmont-Ferance: France.
Schoonhoven, C. B. (1981). Problems with contingency theory: Testing assumptions hidden in the language of contingency theory. Administrative Science Quarterly, 26(3), 349-377. Doi: 10.2307/2392512.
Schuhen, A. (2009). Leadership und non-profit governance. In Schuhen, A. (ed) Leadership in sozialen organisationen. English version, Springer: The Netherlands. Doi: 10.1007/978-3-531-91543-2_7.
Scott, W.R. (1987). The adolescence of institutional theory. Administrative Science Quarterly, 32(4), 493-511.
Selsky, J. W., & Parker, B. (2005). Cross-sector partnerships to address social issues: Challenges to theory and practice. Journal of Management, 31(6), 849-873. Doi: 10.1177/0149206305279601.
Selznick, P. (1957). Leadership in administration. New York: Harper & Row.
Shleifer, A., & Vishny, R. W. (1997). A survey of corporate governance. The Journal of Finance, 52(2), 737-783. Doi: 10.1111/j.1540-6261.1997.tb04820.x.
Siddique, S., & Suryadinata, L. (1981). Bumiputra and Pribumi: Economic nationalism (indiginism) in Malaysia and Indonesia. Pacific Affairs, 54(4), 662-687. Doi: 10.2307/2757890.
Siebart, P., & Reichard, C. (2004). Corporate governance of non-profit sector. Future of Civil Society, 271-296, Springer.
Siebels, J. F., Knyphausen-Ausefb, D. (2012). A review of theory in family business research: The implications for corporate governance. International Journal of Management Reviews, 14(3), 280-304. Doi: 10.1111/j.1468-2370.2011.00317.
Solomon, D. (2017) The voice: The minority shareholder’s perspective. Nevada Law Journal, 17, 739-773.
Speckbacher, G. (2008) Nonprofit versus corporate governance: An economic approach. Nonprofit Management and Leadership, 18(3), 295-320. Doi: 10.1002/nml.187.
Styhre, A. (2002). Non-linear change in organizations: organization change management informed by complexity theory. Leadership & Organizational Development, 23(6), 343-351. Doi: 10.1108/01437730210441300.
Stone, M. M., & Ostrower, F. (2007). Acting in the public interest? Another look at research in non-profit governance. Nonprofit and Voluntary Sector Quarterly, 36(3), 416-438. Doi: 10.1177/0899764006296049.
Suarez de Vivero, J. L., Mateos, J. C. R., & Florido del Corral, D. (2007) The paradox of public participation in fisheries governance. The rising number of actors and the devolution process. Journal of Marine Policy, 7(1), 1-7. Doi: 10.1016/j.marpol.2007.06.005.
Tan, E. K. B. (2001). From sojournes to citizens: Managing the ethnic Chinese minority in Indonesia and Malaysia. Ethnic and Racial Studies, 24(6), 949-978. Doi: 10.1080/01419870120077922.
Thompson, E. C. (2003). Malay male migrants: Negotiating contested identities in Malaysia. American Ethnologist: Journal of the American Ethnological Society, 30(3), 418-438. Doi: 10.1525/ae.2003.30.3.418.
Tischer, D., Packman, C., & Montgomerie, J. (2015). Gaining interest: A new deal for sustained credit union expansion in the UK. Political Economy Research Review, 8(2): 120-153.
Uhlaner, L., Wright, M., & Huse, M. (2007). Private firms and corporate governance: An integrated economic and management perspective. Small Business Economics, 29(3), 225-241.
Van Bruinessen, M. (2002). Genealogies of Islami radicalism in post-Suharto Indonesia. South East Asia Research, 10(2), 117-154. Doi: 10.5367/000000002101297035.
Van Dyke, N., & McCammon, H. J. (2010). Strategic alliances; Coalition building and social movements. University of Minnesota Press, Minnesota: USA.
Van Ees, H., Gabrielson, J., & Huse, M. (2009). Toward a behavioral theory of boards and corporate governance. Corporate Governance: An International Review, 17(3), 307-319.
Van Puyvelde, S., Caers, R., Du Bois, C., & Jegers, M. (2012). The governance of non-profit organizations: Integrating agency theory with stakeholder and stewardship theory. Nonprofit and Voluntary Sector Quarterly, 41(3), 431-451. Doi: 10.1177/0899764011409757.
Van Slyke, D. M. (2007). Agents or stewards: Using theory to understand the government-nonprofit social service contracting relationship. Journal of Public Administration Research and Theory, 17(2), 157-187. Doi: 10.1093/jopart/mul012.
Weerawerdena, J., McDonald, R. E., & Mort, G. S. (2010). Sustainability of non-profit organizations: An empirical investigation. Journal of World Business, 45(4), 346-356. Doi: 10.1016/j.jwb.2009.08.004.
Weiss, T. G. (2000). Governance, good governance and global governance: conceptual and actual challenges. Third World Quarterly, 21(5), 795-814. Doi: 10.1080/713701075.
Westphal, J. D., & Zajac, E. J. (2013). A behavioral theory of corporate governance: Explicating the mechanism of socially situated and socially constituted agency. Academy of Management Annals, 7(1), 607-661. Doi: 10.1080/19416520.2013.783669.
Wolf, T. (2012). Managing a non-profit organization: Updated twenty-first century. Free Press, New York: USA.
Yeo, A. C. M., Chong, C. Y., & Carter, S. (2017). Governance practices and disclosure by not for profit organizations: effect on the individual donating decision. Empowering 21st century learners through holistic and enterprising learning, 243-254. Springer, Singapore.
Yermack, D. (1996). Higher market valuation of companies with small numbers of directors. Journal of Financial Economics, 40(2), 185-211. Doi: 10.1016/0304-405X(95)00844-5.
Yip, J., twohill, E., Ernst, C., & Munusamy, V. P. (2010). Leadership in faith-based nonprofits: the power of identity boundaries to bind and blind. Nonprofit Management & Leadership, 20(4), 461-472. Doi: 10.1002/nml.20005.
Zucker, L. G. (1987). Institutional theories of organization. Annual Review of Sociology, 13, 443-464.