Developing, evaluating, and validating a nonprofit board performance framework

Abstract

AbstractIn this research note, we describe a sequential mixed‐methods research study used to uncover the factors contributing to nonprofit board performance, which we conducted in the context of Singapore. A qualitative study generated an initial framework for board performance that was evaluated but deemed unsuitable. A second framework was then developed through a quantitative survey administered to a nationally representative sample of board members and managers, derived via stratified random sampling. Using exploratory and confirmatory factor analyses, this second framework was evaluated and validated for its ability to explain the performance of nonprofit boards.