For corporate boards, independence from executive influence is recognized as a basic ingredient for good governance, as is size – the board shouldn’t be too big. Do the same truths hold for nonprofit boards, whose responsibilities tend to be murkier and purposes less well defined?

Katherine O’Regan of the NYU Wagner Graduate School of Public Service and Sharon M. Oster of the Yale School of Management explored this question in a recent issue of the Journal of Law, Economics, & Organization.


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