@inbook{10.3138/j.ctt130jw9s.14,
 ISBN = {9781442614116},
 URL = {http://www.jstor.org/stable/10.3138/j.ctt130jw9s.14},
 abstract = {The chapter has two main objectives: (1) to highlight the range of organizational strategies and design choices in the social economy and (2) to present the current thinking and practice of governance in the social economy. As governance crises shook the for-profit sector, there was an associated concern about the governance practices of the social economy – in particular, the effectiveness of nonprofit boards. Well-publicized scandals at the American Red Cross (discussed in the end-of-chapter case), the fraud scandal involving the leader of the United Way of America (see the following A Closer Look), and negative publicity about the administrative costs},
 bookauthor = {LAURIE MOOK and JOHN R. WHITMAN and JACK QUARTER and ANN ARMSTRONG},
 booktitle = {Understanding the Social Economy of the United States: An Emerging Perspective},
 pages = {161--191},
 publisher = {University of Toronto Press},
 title = {Organizational Design and Governance Strategies},
 year = {2015}
}