Governance and Performance in Public and Non-Profit Organizations

Edited by Alessandro Hinna, University of Rome Tor Vergata, Rome, ItalyLuca Gnan, University of Rome Tor Vergata, Rome, ItalyFabio Monteduro, University of Rome Tor Vergata, Rome, Italy

• PART I: GOVERNANCE AND PERFORMANCE IN PUBLIC SECTORPopular Reporting and Public Governance: the Case of “Bilancio in Arancio” in Milan Municipality - Carmela Barbera, Elio Borgonovi and Ileana SteccoliniGovernance and Corruption in the Public Sector: an Extended Literature Review - Fabio Monteduro, Alessandro Hinna and Sonia MoiExploring Board Conflicts in Public Organizations: Sources, Nature, and Effects - Andrea Tomo, Danila Scarozza, Alessandro Hinna, Ernesto De Nito and Gianluigi MangiaManagement Control, Accountability, and Learning in Public Sector Organizations: a Critical Analysis - Max VisserGovernance of Innovation Support Activities - Johan WallinPART II: GOVERNANCE AND PERFORMANCE IN NON-PROFIT SECTOR How Board and CEO Characteristics Can Affect Italian and Canadian Non-Profit Financial Performance - Laura Berardi, Michele A. Rea and Giulia BellanteFrom Governance to Action: Measuring the Engagement of Active Stakeholders in the Social Enterprise - Rita Bissola and Barbara ImperatoriInterrogating the Unilateral Influence of Transformational Leadership: Top-Down to Bottom-Up Individualized Consideration in the Board-Executive Director Relationship - Gregory Bott Fostering Orientation to Performance in Non-Profit Organizations Through Control and Coordination: the Case of Corporate Foundations and Founder Firms - Marco MinciulloLiterature Review: Measuring and Assessing Organizational Performance for Non-Profits, Contextually Sensitive Standards and Measures for the Non-Profit Organization - Lisa D. Morrison

Double-blind peer-reviewed articles look at governance and performance in organizations first in the public sector, then in the non-profit sector. Among their topics are popular reporting and public governance: the case of "Bilancio in Arancio" in Milan municipality; a critical analysis of management control, accountability, and learning in public sector organizations; how board and chief executive officer characteristics can affect Italian and Canadian nonprofit financial performance; from governance to action: measuring the engagement of active stakeholders in the social enterprise; and fostering orientation to performance in nonprofit organizations through control and coordination: the case of corporate foundations and founder firms.