ABSTRACT
Recruiting and selecting board members in nonprofit organizations poses distinct challenges, given their reliance on volunteers and the difficulty of securing individuals who are both committed and capable of contributing to organizational performance. This study introduces a model to test whether recommended recruitment and selection practices relate to perceived board performance. The analysis draws on survey responses from chief staff officers (CEOs) and executive directors (EDs) of membership associations. Results from structural equation modeling show that the relationship between the adoption of recruitment and selection practices and board performance is mediated by practice implementation effectiveness in boards’ capacity to identify, vet, and select prospective candidates. This pattern highlights a broader governance principle: board outcomes are associated not merely with the presence of formal practices but with the degree to which those practices are implemented effectively. This study advances our understanding of board governance by examining how recruitment and selection practices contribute to strengthened board outcomes.