Please use this identifier to cite or link to this item: http://hdl.handle.net/2440/80989
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dc.contributor.authorSaj, M.en
dc.date.issued2013en
dc.identifier.citationQualitative Research in Accounting & Management, 2013; 10(3-4):347-368en
dc.identifier.issn1176-6093en
dc.identifier.urihttp://hdl.handle.net/2440/80989-
dc.description.statementofresponsibilityPhil Sajen
dc.language.isoenen
dc.publisherFaculty of Business, Auckland University of Technologyen
dc.rights© Emerald Group Publishing Limiteden
dc.subjectAustralia; Board-executive relationship; Charities; Community service organization; Performance reporting; Stewardship theoryen
dc.titleCharity performance reporting: comparing board and executive rolesen
dc.typeJournal articleen
dc.identifier.rmid0020131916en
dc.identifier.doi10.1108/QRAM-05-2013-0018en
dc.identifier.pubid17948-
pubs.library.collectionBusiness School publicationsen
pubs.verification-statusVerifieden
pubs.publication-statusPublisheden
Appears in Collections:Business School publications

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