Wirksame Führung und Aufsicht von Not-for-Profit-Organisationen
Not-for-profit Organizations (NPOs) differ from for-profit organizations only in that profit is not their goal, but merely a possible consequence, and that the members of their supervisory boards usually do not receive fees, although they are equally liable as remunerated board members of for-profit organizations. In the first part, Martin Hilb deals with the strategic dimension of effective management and supervision of NPOs: the board as a design and controlling team. In the second part, Patrick Renz addresses the operational dimension of NPOs: governance implementation by the board and operational project management in NPOs.
Board ViewsFrom Corporate Governance of Sustainability to Sustainable Corporate Governance
What is the best way to integrate sustainability into the corporate governance framework? Boards of directors have chosen two distinct paths: the functional way, which focuses on corporate governance of sustainability, and the foundational approach, which leads to sustainable corporate governance. This article assesses the merits and limitations of both approaches and calls for a transition to sustainable governance. This requires board members to engage regularly with stakeholders and to continuously debate the underlying assumptions to further develop the governance framework as required.
