The contribution of board structure and process dynamics to organiza
tional and board effectiveness is the focus of this article. Based on data
collected from a cross section of Canadian nonprofit organizations, the
results show a positive association between the perception of board effec
tiveness and the use of many of the most widely advocated prescriptions
on how a nonprofit board of directors should operate. However, when
objective indicators of organizational performance are examined, the link
between performance and board behaviors is found to be more limited.
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