Board intellectual capital components for nonprofit board role fulfilment
| dc.contributor.advisor | Human Van Eck, Debbie | en_ZA |
| dc.contributor.advisor | Human, Gert | en_ZA |
| dc.contributor.author | Mulholland, Hanli | en_ZA |
| dc.contributor.other | Stellenbosch University. Faculty of Economic and Management Sciences. Dept of Business Management. | en_ZA |
| dc.date.accessioned | 2023-11-28T08:39:10Z | |
| dc.date.accessioned | 2024-01-08T19:29:40Z | |
| dc.date.available | 2023-11-28T08:39:10Z | |
| dc.date.available | 2024-01-08T19:29:40Z | |
| dc.date.issued | 2023-12 | |
| dc.description | Thesis (MCom)--Stellenbosch University, 2023. | en_ZA |
| dc.description.abstract | 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. | en_ZA |
| dc.description.abstract | AFRIKAANSE OPSOMMING: Die mensdom ly. Wereldwyd, maar spesifiek so in Suid-Afrika. Die sosiale en ekonomiese behoeftes van die samelewing neem steeds toe met beperkte fokus op oplossings. Die nie-winsgewende sektor (van Suid-Afrika) dra 'n enorme verantwoordelikheid om die maatskaplike en ekonomiese tekorte aan te spreek, waar die regering en die privaat sektor te kort skiet. Ongelukkig stry die niewinsgewende sektor van Suid-Afrika 'n eindelose stryd vir groei en volwassenheid, wat erger gemaak word deur die tekort aan navorsing om hierdie byna R10 miljard sektor te ondersteun. Daar word gese dat die raad van direkteure van nie-winsgewende organisasies die groep is wat verantwoordelik is vir die langtermyn sukses van sulke organisasies. Sonder langtermyn, volgehoue bedrywighede van hierdie nie-winsgewende organisasies, kan die behoefte van benadeelde en hulpsoekende lede van die samelewing nie behoorlik aangespreek word nie. Die raad van direkteure van niewinsgewende organisasies is egter wereldwyd uiters onder bestudeer en selfs meer so in Suid-Afrika met die beperkte navorsing wat meesal fokus op individuele kenmerke en demografiese faktore van die lede van die raad van direkteure in plaas van die kollektiewe, holistiese groep. Navorsing dui daarop dat die raad van direkteure van nie-winsgewende organisasies, as 'n groep, verantwoordelik is daarvoor om die kompleksiteite van die uiters heterogene omgewing te bestuur en die groter bedryfstelsel van die organisasie in ewewig te hou deur drie rolle te vervul, naamlik die moniteringsrol, die hulpbron voorsieningsrol en die adviserende rol. Hierdie navorsing het voorgestel dat die raad van direkteur se intellektuele kapitaal (menslike kapitaal, sosiale kapitaal, strukturele kapitaal en kulturele kapitaal) op 'n groep- en individuele vlak voldoende kan wees vir die rolvervulling van die raad van direkteure. Fuzzy-set kwalitatiewe vergelykende ontleding is vir die eerste keer in die konteks van die raad van direkteure gebruik om die intellektuele kapitaal van die raad van direkteure as ‘n kollektiewe groep met betrekking tot raad van direkteurerolvervulling te verken. Deur die raad van direkteure van 16 nie-winsgewende organisasies in die Wes-Kaap van Suid-Afrika op 'n kollektiewe groepsvlak te vergelyk, het die navorsing getoon dat sosiale kapitaal voldoende was vir nie-winsgewende raad van direkteure rolvervulling, spesifiek vir die vervulling van die adviserende rol. Daar is verder gevind dat strukturele kapitaal voldoende is om die moniteringsrol van die raad van direkteure moontlik te maak. Ten slotte is bevind dat sosiale kapitaal tesame met strukturele kapitaal voldoende is vir die rol van die raad van direkteure van nie-winsgewende organisasies wat gemoeid is met die voorsiening van hulpbronne. Die navorsing bevind dat die fuzzy-set kwalitatiewe vergelykende metode as 'n navorsingsbenadering tot 'n hulpbron-skaarssektor, soos die nie-winsgewende sektor, van onskatbare waarde is. Kwalitatiewe vergelykende metodes is daarop gemik om die eenvoudigste oplossing vir die probleem te verken, meer as die dikwels onpraktiese, onbereikbare optimale oplossings waarmee voorheen gebruikte navorsingsmetodes gemoeid was. | af_ZA |
| dc.description.version | Masters | |
| dc.format.extent | xix, 236 pages : illustrations, includes annexures | |
| dc.identifier.uri | https://scholar.sun.ac.za/handle/10019.1/129020 | |
| dc.language.iso | en_ZA | en_ZA |
| dc.publisher | Stellenbosch : Stellenbosch University | |
| dc.rights.holder | Stellenbosch University | |
| dc.subject.lcsh | Directors of corporations -- South Africa | en_ZA |
| dc.subject.lcsh | Corporate governance -- South Africa | en_ZA |
| dc.subject.lcsh | Nonprofit organizations -- South Africa | en_ZA |
| dc.subject.name | UCTD | |
| dc.title | Board intellectual capital components for nonprofit board role fulfilment | en_ZA |
| dc.type | Thesis | en_ZA |
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