This longitudinal study of four not-for-profit organizations in the cultural sector examines the evolving relationship between boards and staff. Financial problems occurred as a result of enlarged physical facilities or increased programming. The study provides insights on how the behavior of boards and their relationships with executive leadership change during the phases of a crisis. The authors relate their findings to those of other governance studies on crises and alternative theories of governance. New insights on variations of trust and distrust may serve to explain the dynamics of change. This study contributes to the discussion of governance in the context of organizational crises in the not-for-profit sector.
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