This study investigates whether nonprofit organizational effectiveness is judged consistently by differing constituencies and whether changes in board effectiveness and overall organizational effectiveness (judged by differing constituencies) are the result of changes in the use of practices regarded as the "'right way"' to manage. The results show that different constituencies judged the effectiveness of nonprofit organizations differently, at both periods; that a change in the use of correct board practices over time, controlling for board effectiveness at time 1, was not related to board effectiveness at time 2; and that a change in the use of correct management practices, controlling for organizational effectiveness at time 1, was not related to organizational effectiveness at time 2 except for board members. Implications of the results are considered. Claims about best practices for nonprofit boards and organizations must be evaluated more critically. Finding the right fit among practices is more important than doing things the "right way".

This study reviews evidence in support of the hypothesis that nonprofit organizations’effectiveness is related to the effectiveness of their boards of directors. It also asks whether various recommended board practices and processes affect board effectiveness. The study focuses on a subset of especially effective and less effective nonprofit organizations from a larger sample. The results show that the especially effective organizations (as judged by multiple stakeholders) have more effective boards (as judged by different multiple stakeholders) and that the more effective boards use significantly more of a set of recommended board practices. The results also show that nonprofit organizations using more of the prescribed board practices are also more likely to use other correct procedures. The results support the practical implication of urging the dissemination and adoption of the recommended practices.

This article draws from the general literature on organizational effectiveness and the specialized literature on nonprofit organizational effectiveness to advance six theses about the effectiveness of public benefit charitable nonprofit organizations (NPOs). (a) Non-profit organizational effectiveness is always a matter of comparison. (b) Nonprofit organizational effectiveness is multidimensional and will never be reducible to a single measure. (c) Boards of directors make a difference in the effectiveness of NPOs, but how they do this is not clear. (d) More effective NPOs are more likely to use correct management practices. (e) Nonprofit organizational effectiveness is a social construction. (f) Program outcome indicators as measures of NPO effectiveness are limited and can be dangerous. The article concludes by considering three possible futures for NPO effectiveness research.

Based on the social constructionism perspective and a multiple constituency model, this study investigates stakeholder judgments of nonprofit charitable organization effectiveness. ThestudyalsousesaDelphiprocesstoidentifycriteriathatsomepractitionerw-experts regard as objective indicators of effectiveness. Data on various stakeholder judgments of organizational effectiveness and on the objective indicators were collected for a sample of 64 organizations, allowing for examination of the extent to which stakeholder judgments are consistent and for examination of the extent to which judgments are related to objective indicators. Among the major results of the study are that practitioner-experts define objective effectiveness as employing correct procedures; stakeholders frequently vary substantially in their judgments of the effectiveness of the same organization; stakeholder judgments of effectiveness seldom are related to objective (correct procedures) effectiveness; and differenttypesofstakeholdersusesomeofthesame-mostnotably,boardeffectiveness-as well as different bases for making effectiveness judgments. Conclusions and implications are discussed.

Use of boron and arsenic diffusions through an emitter polysilicon film (borosenic-poly emitter-base process) produces a transistor base width of less than 100nm with an emitter junction depth of 50 nm and an emitter-to-base reverse leakage current of approximately 70 pA. The borosenic-poly process resolves both the channeling and shadowing effects of a sidewall-oxided spacer during the base boron implantation. The process also minimizes crystal defects generated during the emitter and base implantations. The coupling-base boron implant significantly improves a wide variation in the emitter-to-collector periphery punchthrough voltage without degrading the emitter-to-base breakdown voltage current gain, cutoff frequency, or ECL gate delay time. A deep trench isolation with 4-μm depth and 1.2-μm width reduces the collector-to-substrate capacitance to 9 fF, while maintaining a transistor-to-transistor isolation voltage of greater than 25 V. The application of self-aligned titanium silicide technology to form polysilicon resistors without holes and to reduce the sheet resistance of the emitter and collector polysilicon electrodes to 1 Ω/square is discussed

This article presents the results of a small-scale study of turnover among nonprofit chief executives. Based on questionnaire responses from twenty-eight individuals who had recently left a chief executive position, the study provides initial descrip tive data on reasons former nonprofit chief executives give for leaving, on the perceived importance of pay in their decisions to leave, on sector of subsequent employment and intention to continue to work or return to work in the nonprofit sector.

Boards of directors perform both internal and external functions. After reviewing research on the external function, this paper reports the results of an empirical study of the internal role. Based upon responses from 142 people in seven private nonprofit organizations the study finds that: (1) participants experience less actual influence than they think they should have; (2) board members' influence is posi tively related to the frequency of board meetings and the extent to which board members feel informed of their duties, though neither is very strong; (3) ratings of organizational effectiveness are positively related to board member ratings of staff educational sufficiency and the extent to which board members feel informed of their duties; and (4) at the organizational level of analysis, organizational effective ness is strongly related to the amount of total influence in the organization though this result seems to be based mostly on the strong relation between the influence of the executive director and effectiveness, as effectiveness is unrelated to board influ ence and positively related to the difference in influence between the executive di rector and the board.