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Exploring the Relationship between Interlocking Directorates and Fundraising Capacity

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A Case Study of University Education Foundations

image of The China Nonprofit Review

In China, most university education foundations seek to increase fundraising capacity through the strategy of interlocking directorates, establishing a resource-sharing platform with alumni associations. Supported by resource-dependence theory and social network theory, based on data from a sample of 88 foundations, this study tests the effectiveness of the strategy of interlocking directorates. The result of the study shows that the secretary-general intensity has a significant negative influence on fundraising capacity, while the board-chairperson intensity and the interlocking range have no significant influence on fundraising capacity. Under the existing management system, university education foundations can get beyond the predicament of the ineffective strategy of interlocking directorates by further standardizing their systems and procedures for appointing directors, giving greater impetus to the transformation of individual capital into social capital, and promoting professional and specialized operations.

Affiliations: 1: Hunan University Law School kgyan@hnu.edu.cn ; 2: Hunan University Law School 578606288@qq.com

10.1163/18765149-12341289
/content/journals/10.1163/18765149-12341289
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/content/journals/10.1163/18765149-12341289
2015-05-27
2018-04-24

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