Abstract
Community foundations have considerable potential for positive social change in the communities they serve yet are understudied in nonprofit management literature. This exploratory study considers board capital of community foundations and the impact this has on board effectiveness. Based on survey data from 71 community foundation board members and executive directors representing 13 community foundations, the study uses regression to test hypotheses. The study finds that board capital, measured by human capital, structural capital, and social capital, plays a factor in board effectiveness. Further, community foundation boards in the survey population are highly effective and have unique attributes that make them distinct from other types of boards. Findings have potential for significant insight on an important segment of nonprofit sector organizations.
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