Abstract
AbstractFocusing on the governance and leadership of philanthropic foundations has never been more important. In today's world, where societal changes are happening rapidly, and there is greater scrutiny of people and practices, it is crucial to go beyond viewing foundations solely as organizational entities. This response to the original paper highlights the unique independence of foundations and identifies the significant research gap in understanding their internal dynamics. To comprehend individual‐level decisions' impact on organizations, this response suggests adopting a microfoundations view. As part of this view, research should consider the variety of roles that influence foundations far beyond governance and internal leadership and how practices need to be both aspirational and implementable. Future research is urged to adopt an interest in the depth of foundations and their breadth across contexts and jurisdictions to generate a more nuanced and holistic understanding of these unique organizations and their roles in social change.
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