Il lavoro cerca di isolare gli aspetti della governance che contribuiscono a caratterizzare l’approccio alla filantropia delle principali fondazioni di origine bancaria Italiane. Considerando il crescenten coinvolgimento di questi istituti privati nel perseguimento di finalità di interesse generale, l’analisi empirica proposta analizza le relazioni tra diverse strategie filantropiche (ricettiva, reattiva, imprenditoriale e collaborativa) e: [a] competenze degli amministratori; [b] processi di funzionamento dei CdA; [c] leadership ed autorevolezza del Presidente.
This paper examines whether effective governance plays a major role in driving the strategies of foundations when it comes to choosing between reactive or proactive philanthropy models for the public interest. More specifically, we investigate the relationships between philanthropic strategies (expressive, receptive, entrepreneurial and collaborative) and [a] board capital (competences and networks), [b] board processes (planning, control, evaluation, etc.), and [c] chairman power (entrenchment and tenure).
This paper examines whether effective governance plays a major role in driving the strategies of foundations when it comes to choosing between reactive or proactive philanthropy models for the public interest. More specifically, we investigate the relationships between philanthropic strategies (expressive, receptive, entrepreneurial and collaborative) and [a] board capital (competences and networks), [b] board processes (planning, control, evaluation, etc.), and [c] chairman power (entrenchment and tenure).
