Professional associations are operating in a context of uncertainty and change, with which their traditional governance structures struggle to manage. After describing this context and presenting a brief overview of relevant governance literature, a project aimed at supporting the redesign of governance structures and procedures among five professional associations in the United Kingdom is outlined. Three specific governance issues are examined: size of councils (council is the term used for a governing body of a U.K. professional association), their composition in relation to electoral processes, and the development of inner councils, or executive boards, within councils. Finally, we present a normative model, the cupped hands model, that has arisen from the research. This model offers a possible means of balancing the representation required by their status as membership associations with the requirement that professional associations become more strategic and proactive.
|Translated title of the contribution||Balancing strategy and accountability: a model for the governance of professional associations|
|Pages (from-to)||187 - 204|
|Number of pages||18|
|Journal||Nonprofit Management & Leadership|
|Publication status||Published - Dec 2004|