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This paper argues that divergence rather than convergence is manifested in non‐profit governance in non‐profit boards in Australia. This reinforces broader literature on governance undertaken in other countries, and suggests expectations of convergence are premature. The inclusion of more women as directors, together with a greater proportion of directors from minority groups in society, supports a view of directorship dissimilar from the corporate sector. Such divergence offers a contribution to the theory and practice of governance because it suggests that policies of convergence need to be built upon a realistic assessment of the ideologies and values that characterise the non‐profit sector.

Argues that strategy formulation across sectors is different. Often the use of normative approaches to strategic management that have sprung from research and experience within the private sector do not pay sufficient cognizance to the subtle differences that drive non‐profit and human‐service‐oriented public sector organizations. Analyses the interplay of variables such as environment, values and leadership to ascertain their significance in strategy formulation. Includes four case organizations from these two sectors in order to develop theoretical insights. Uses Ellen Chaffee's models of linear, adaptive and interpretive strategy to analyse these variables across the sectors. Unlike other theories of strategy, Chaffee's models are hierarchical and accommodate distinctive characteristics that motivate human service organizations. Identifies patterns of proactivity in strategy formulation, and concludes that transformational leadership enjoys a necessary relationship with value consensus, and together these form a sufficient condition to describe two case organizations from different sectors as interpretive in their strategy formulation.

Purpose– The purpose of this paper is to look at Cubism as a source of insights into creative strategic thinking. Cubism originated in the joint effort by Picasso and Braque. It was a new revolutionary paradigm that overthrew classic principles of representation; dispensing with the idea of a single fixed viewpoint that had dominated art for more than six centuries. The classic idea that there is a single best rational analytical process by which strategy comes to be has been dominating management education and practice for more than six decades.Design/methodology/approach– We use Picasso's drawings and paintings as a metaphor for how leaders can look at strategic problems differently, consider more creative choices, and in acting, create more sustainable companies.Findings– This article argues that problems occur in organisations not because of poor strategic planning and programming but because of a lack of creative strategic thinking.Implication– Picasso's art is often multi-layered, offering perspective upon perspective, from slightly different angles. It forces the viewer to stop, think and reconsider alternative perspectives in the search for meaning. Sustainable leaders must do this every day. We call this "strategy as cubism".Originality/value– Strategic cubism is about thinking creatively in strategic decision-making through the use of alternative information, which adds value to the overall strategic thinking. Leaders use cubism to shape communication between managers to create options and alternatives, rather than close down creativity, to better facilitate strategic choices that are more sustainable.

This article reports the findings into patterns of governance on nonprofit boards in Australia. The research surveys 118 boards, upon which serve a total of 1405 directors.The findings indicate that nonprofit boards can mimic some aspects of a shareholder approach to governance. But nonprofit boards, in the main, indicate priorities and activities of a stakeholder approach to governance. The features of 'isomorphism' that arise largely stem from legislative requirements in corporate governance. Generally, nonprofit directors are influenced by agenda and motivations that can be differentiated from the influences upon director activity in the corporate sector.The study indicates that nonprofit boards prize knowledge and loyalty to the sector when considering board composition. The survey suggests nonprofits "compensate" for the demands placed upon them about fiduciary duty and due diligence responsibilities with the diverse intellectual expertise of non‐executive directors. Nonprofit boards possess greater diversity than boards in the corporate sector; they include more women as directors than corporate boards and they include a greater proportion of directors from minority groups. While strategic issues feature significantly as a task of the nonprofit board, they distinguish themselves from their corporate counterparts by engaging in operational management.The findings indicate that, in the main, directors on nonprofit boards deliberate and operate in ways distinctive from their corporate counterparts. Such findings offer a contribution to the reform of Corporations Law in other countries and the likely consequence on boards outside the corporate sector.