Browsing by Author "Mulholland, Hanli"

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    Board intellectual capital components for nonprofit board role fulfilment
    (Stellenbosch : Stellenbosch University, 2023-12) Mulholland, Hanli; Human Van Eck, Debbie; Human, Gert; Stellenbosch University. Faculty of Economic and Management Sciences. Dept of Business Management.
    ENGLISH SUMMARY: Humankind is suffering. Globally, but specifically so in South Africa. The social and economic needs of society are ever-increasing, with limited focus on solutions. The nonprofit sector (of South Africa) carries an enourmous responsibility to assist in addressing the social and economic shortfalls that the government and the private sector cannot address. Unfortunately, the nonprofit sector of South Africa is fighting an endless struggle towards growth and maturity as research to support this almost R10 billion sector remains scarce. The board of directors of nonprofit organisations is said to be the group responsible for the long-term success of such organisations. Without long-term, sustained operations of nonprofit organisations, the needs of disadvantaged and at-risk members of society cannot be adequately addressed. However, research about nonprofit organisations' boards of directors is extremely limited worldwide and even more so in South Africa. The limited research furthermore focuses on individual characteristics and demographic factors of individual members of the board of directors instead of the collective, holistic group. Research suggests that the board of directors of nonprofit organisations, as a group, are responsible for managing the complexities of the highly heterogeneous environment and keeping the more extensive operational system of the organisation in equilibrium through fulfilling three board roles, namely the monitoring, resource provision and advisory role. The current study proposed that board intellectual capital (human capital, social capital, structural capital and cultural capital) at a group and individual level could be sufficient for board role fulfilment. Fuzzy-set qualitative comparative analysis was used for the first time in the context of the board of directors to explore the board intellectual capital of the group with board role fulfilment. Through comparing the board of directors of 16 nonprofit organisations in the Western Cape of South Africa at a case level, the research showed that social capital was sufficient for nonprofit board role fulfilment, specifically for fulfilling the advisory role. The research further showed that structural capital was sufficient in enabling the monitoring role of the board of directors. Finally, social capital, together with structural capital, was found to be sufficient for the role of the board of directors of nonprofit organisations that are concerned with the provision of resources. The fuzzy-set qualitative comparative analysis as a research approach to a resource scare sector, such as the nonprofit sector, proved invaluable. Solutions obtained through qualitative comparative methods set out to uncover the simplest solution to the problem more so than the often impractical, unattainable optimum solutions previously used research methods are concerned with.