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Board member development in the public, voluntary and social housing sectors

Board member development in the public, voluntary and social housing sectors Purpose – Given a number of recent and ongoing changes to the role and responsibilities of executive and non‐executive board members of UK social housing organisations, the paper aims to offer a literature review which explores the development provision for board members within such organisations. The paper's key question is: “How are executive and non‐executive board members being prepared for these changes?” Design/methodology/approach – A systematic literature review was undertaken, based on the main business and management databases. This was followed by a thematic analysis to uncover what we know about executive and non‐executive board member training and development within the public and voluntary sectors, in particular within UK social housing organisations. Findings – Despite the increasingly important role of boards in the not‐for‐profit sector, only a limited number of publications focusing on human resource development (HRD) issues were found. The literature did provide some insight into the HRD experiences of executive and non‐executive board members. The majority of papers centred on leadership and governance matters, mainly board effectiveness, performance and “board capital”, rather than human capital. In so far as board member development is discussed, it is mainly in relation to their recruitment to the board and the sort of skills required, with little attention given to matters such as succession planning and member development. Research limitations/implications – Given the limited extent of research to date into executive and non‐executive board development in social housing organisations, it follows that there is limited knowledge of what is – or is not – happening in practice. This highlights the need for more empirical research, on the basis of which it should be possible to offer suggestions for changes to/improvements in board member development activities. Originality/value – The paper reviews the current state of knowledge relating to executive and non‐executive board member development in not‐for‐profit and social housing organisations. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png European Journal of Training and Development Emerald Publishing

Board member development in the public, voluntary and social housing sectors

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Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
2046-9012
DOI
10.1108/03090591211245521
Publisher site
See Article on Publisher Site

Abstract

Purpose – Given a number of recent and ongoing changes to the role and responsibilities of executive and non‐executive board members of UK social housing organisations, the paper aims to offer a literature review which explores the development provision for board members within such organisations. The paper's key question is: “How are executive and non‐executive board members being prepared for these changes?” Design/methodology/approach – A systematic literature review was undertaken, based on the main business and management databases. This was followed by a thematic analysis to uncover what we know about executive and non‐executive board member training and development within the public and voluntary sectors, in particular within UK social housing organisations. Findings – Despite the increasingly important role of boards in the not‐for‐profit sector, only a limited number of publications focusing on human resource development (HRD) issues were found. The literature did provide some insight into the HRD experiences of executive and non‐executive board members. The majority of papers centred on leadership and governance matters, mainly board effectiveness, performance and “board capital”, rather than human capital. In so far as board member development is discussed, it is mainly in relation to their recruitment to the board and the sort of skills required, with little attention given to matters such as succession planning and member development. Research limitations/implications – Given the limited extent of research to date into executive and non‐executive board development in social housing organisations, it follows that there is limited knowledge of what is – or is not – happening in practice. This highlights the need for more empirical research, on the basis of which it should be possible to offer suggestions for changes to/improvements in board member development activities. Originality/value – The paper reviews the current state of knowledge relating to executive and non‐executive board member development in not‐for‐profit and social housing organisations.

Journal

European Journal of Training and DevelopmentEmerald Publishing

Published: Aug 31, 2012

Keywords: Leadership development; Executive development; Non‐executive development; Social housing organizations; Employees development; Boards/governance; Boards of directors; United Kingdom

References