Aulgur, J. (2013). Nonprofit Board Members Self-Perception in the Role of Organizational Governance and The Balanced Scorecard, Dissertation. Retrieved online from: The University of Arkansas http://search.proquest.com/docview/1428174474

Bradshaw, P., Murray, V. & Wolpin, J. (1992). Do nonprofit boards make a difference? An exploration among board structure, process and effectiveness. Nonprofit and Voluntary Sector Quarterly, 21(3), 227-249.

Bradshaw, P., Fredette, C. & Sukornyk, L. (2009). A Call to Action: Diversity on Canadian Not-for-Profit Boards. Retrieved from http://www.yorku.ca/mediar/special/diversityreportjune2009.pdf

Brown, W. (2007). Board performance practices and competent board members: Implications for practice. Nonprofit Management and Leadership, 17(3), 301-317.

Brudney, J. and Murray, V. (1998). Do intentional efforts really make boards work? Nonprofit Management and Leadership, 8, 333-348.

Brudney, J. and Nobbie, P. (2002). Training the policy governance model in nonprofit boards. Nonprofit Management and Leadership, 12(4), 387-408.

Cameron, Kim. (n.d.) The Competing Values Framework: An Introduction. Retrieved from http://competingvalues.com/competingvalues.com/wp-content/uploads/2009/07/The-Competing-Values-Framework-An-Introduction.pdf

Carver, J. (2006). Boards that make a difference. San Francisco: John Wiley & Sons.

Chait, R. P., Ryan, W. P., & Taylor, B. E. (2005). Governance as leadership: Reframing the work of nonprofit boards. New Jersey: John Wiley and Sons.

Cornforth, C. J. (2001). What makes boards effective? An examination of the relationships between board inputs, structures, processes, and effectiveness in nonprofit organizations. Corporate Governance: an International Review, 9(3), 217-227.

Fredette, C. and Bradshaw, P. (2012). Social capital and nonprofit governance effectiveness, Nonprofit Management and Leadership, 22(4), 391-409.

Gill, M. (2005). Governing for results: A Directors guide to good governance. Mississauga, Canada: Trafford.

Green, J. C. & D. W. Griesinger. (1996). Board performance and organizational effectiveness in nonprofit social services organizations. Nonprofit Management and Leadership, 6(4): 381-402.

Harrison, Y.D. (2014). What influences changes in governance behavior and practices? Results from a longitudinal study of the effects of online board performance assessment on nonprofit governance effectiveness, Paper presented at the annual conference of the Association for Research in Nonprofit Organizations and Voluntary Action (ARNOVA), November 20, 2014, Denver, CO.

Harrison, Y. D. (2014). Optimizing the potential of Information and Communications Technology in nonprofit organizations. In K. Seel (Ed.), The management of nonprofit and charitable organizations (pp. 465-516). Toronto: LexisNexis.

Harrison, Y. D. & Murray, V. (2012). Perspectives on the role and impact of chairs of nonprofit organization boards of directors: A grounded theory mixed-method study. Nonprofit Management and Leadership, 22(4), 411-438.

Harrison, Y., Murray, V., & Cornforth, C. (2013). The role and impact of chairs of nonprofit boards. In C. Cornforth & W. Brown (Eds.), New perspectives on nonprofit governance. Routledge, UK.

Herman, R.D., & Renz, D.O. (1998). Nonprofit organizational effectiveness: Contrasts between especially effective and less effective organizations. Nonprofit Management and Leadership, 9, 23-38.

Herman, R.D. & Renz, D.O. (1999). Theses on nonprofit organizational effectiveness. Nonprofit and Voluntary Sector Quarterly, 28, 107-126.

Herman, R., & Renz, D. (2008). Advancing nonprofit organizational effectiveness research and theory. Nonprofit Management and Leadership 18(4), 399-415.

Herman, R., Renz, D. O., & Heimovics, R. D. (1997). Board practices and board effectiveness in local nonprofit organizations. Nonprofit Management and Leadership, 7, 373– 385.

Herman, R. & Heimovics, D. (2005). Executive leadership. In D. Renz (Ed.), Jossey Bass handbook on nonprofit management and leadership. San Francisco: Jossey-Bass.

Hodge, M.M. & Piccolo, R. F. (2011). Nonprofit board effectiveness, private philanthropy, and financial vulnerability. Public Administration Quarterly, 35(4), 520-550.

Holland, T.P. & Jackson, D.K. (1998). Strengthening board performance: Findings and lessons from demonstration projects. Nonprofit Management and Leadership, 9, 121-134.

Jackson, P. (2006). Nonprofit risk management and contingency planning. Hoboken, New Jersey: John Wiley and Sons.

Kaplan, D. & Norton, D. (1996). The Balanced Score Card: Translating Strategy into Action, Boston: Harvard University Press

Kooiman, J. (2003). Governing as governance. London: Sage.

Millesen, J. (2004). Sherpa? Shepherd? Conductor? Circus Master? Board Chair. The Nonprofit Quarterly, 39-42.

Miller, C. (2008). Truth or consequences: The implications of financial decisions. Nonprofit Quarterly. Retrieved from http://quarterly288.rssing.com/browser.php?indx=14322835&item=43

Miller, D. & Droge, C. (1986). Psychological and traditional determinants of structure. Administrative Science Quarterly, 31, 531-560.

Murray (2010). Chapter Title. In D. Renz (Ed.), Jossey Bass handbook on nonprofit management and leadership. San Francisco: Jossey-Bass.

Murray, V. (2014). Managing the governance function: Developing effective boards of directors. In K. Seel (Ed.), The management of nonprofit and charitable organizations in Canada. Toronto: LexisNexis.

National Learning Initiative (2003). What do voluntary sector leaders do? A report on a Joint Project of The Coalition of National Voluntary Organizations and The Association of Canadian Community Colleges. Retrieved from http://www.vsi-isbc.org/eng/hr/pdf/nli_report.pdf

Ostrower, F. (2007). Nonprofit Governance in the United States. Center on Nonprofits and Philanthropy, The Urban Institute.

Quinn, R. & Rohrbaugh, J. A. (1981). A competing values approach to organizational effectiveness. Public Productivity Review, 122.

Quinn, R. E. & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Toward a competing values approach to organizational analysis. Management Science, 29, 363 377.

Quinn, R. Faerman, S. Thompson, M. McGrath, & St. Clair, L. (2010). Becoming a master manager. San Francisco: John Wiley and Sons.

Renz, David O. (2006). “Reframing Governance.” Nonprofit Quarterly, 13(4), 6-13.

Renz, David O. (2012). “Reframing Governance II.” Nonprofit Quarterly, Special Governance Issue, accessed online at https://nonprofitquarterly.org/governancevoice/21572-reframing-governance-2.html.

Tompkins, J. (2005). Organization Theory and Public Management, Belmont: Thomson Wadsworth Publishers.

Zaccaro, S. J. & Klimoski, R. J. (2001). The Nature of Organizational Leadership. San Francisco: Jossey Bass.