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Cassandra Brown
Executive Director, Gupta Governance Institute and Office of Alumni Relations & Engagement
(215) 895-6294
clb87@drexel.eduGerri C. LeBow Hall 588
The Center for Nonprofit Governance within the Raj & Kamla Gupta Governance Institute explores boardrooms topics that expand the boundaries of current practitioner and academic knowledge, grounded in the latest research. Through its knowledge sharing initiatives, CNG fosters high-impact collaborations between nonprofit leadership, key nonprofit governance experts and faculty members by providing objective, empirical evidence to previously unexplored questions facing board members and management teams in the nonprofit sector.
To what extent do fund managers possess the ability to generate excess returns from investing in firms before they become targets for a merger or acquisition?
A study by Curtis Hall, associate professor at LeBow College of Business, finds smaller gender pay gaps among executives of nonprofit organizations.
An study measures the level of competition in U.S. nonprofit sectors and shows that a small number of organizations can establish competition in donor markets.
A researcher at Drexel University’s LeBow College of Business finds a novel link between the organizational design of regulators and their enforcement actions.
Research at Drexel’s LeBow College of Business dispels the view that executive pay rewards CEOs for good luck but does not penalize them for bad luck.
Between 1995 and 2000, less than 15 mutual funds had investments in private, venture-capital backed firms. This had increased to over 90 by 2015.
Should Your Nonprofit Adhere to Common Financial Management Norms? Three Questions Board Members and Executives Can Ask and Why it Matters for Your Organization
Most nonprofit practitioners are acutely aware of the conventional financial management norms for their sector and recognize the impact that such norms may have on giving decisions by donors.
Elizabeth Searing, PhD, assistant professor at UT-Dallas, suggests three questions that nonprofit boards and executives can use for meaningful discussions.
Teresa Harrison, PhD, discusses how collaboration and coordination between nonprofits becomes more critical in trying times.
A discussion on how nonprofit boards can provide the crucial leadership needed to steer their organizations toward survival.
Valerie M. Jones, CFRE, discusses the value of securing capital using the nonprofit’s UVP.
Although CDFIs have existed for more than 30 years, their recent growth offers new hope for nonprofit organizations seeking access to capital.
As assets, a nonprofit’s intellectual property requires governance oversight and thoughtful management as part of the board’s fiduciary duty.
Patricia Connolly, executive director of the Raj & Kamla Gupta Governance Institute, emphasizes the value created when boards and investors consider the business of nonprofits.
A discussion about reimagining nonprofits to face the unique challenges arising in today’s changing landscape.
Nonprofits face many challenges today that are unique to the sector, but nonprofit organizations are not necessarily as different from their for-profit counterparts as one might think.
Why nonprofit boards should act more like their private brethren.