This systematic review examines corporate governance in nonprofit organizations by synthesizing 55 peer-reviewed studies published between 2015 and 2025. The review explores key theoretical frameworks, governance dimensions, and empirical findings, while identifying gaps in the literature. While agency theory remains influential, recent research increasingly draws on governance, stakeholder, resource dependence, and legitimacy theories to explain board composition, accountability, transparency, and stakeholder engagement. Quantitative studies dominate the field, though qualitative and mixed-methods designs are gaining visibility. Findings highlight the importance of board diversity, strategic leadership, ethical practices, and stakeholder alignment in enhancing nonprofit performance and legitimacy. Despite these advances, the literature remains geographically skewed, with limited insights from the Global South. The review calls for greater theoretical integration, longitudinal studies, and participatory approaches that reflect the complexity of nonprofit governance. It offers a comprehensive synthesis to inform future research, policy development, and governance reform in mission-driven organizations worldwide.
Hend Alregab (Tue,) studied this question.
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