ABSTRACT
The empirical knowledge on the link between governance and donations is brought together in a systematic way. Given the rather modest number of available (peer reviewed) publications, applying widely diverging methods, definitions, and variable operationalizations, any general conclusion from this exercise can only be provisional, the more that almost all work is executed with data pertaining to the United States, relating to one category of relevant stakeholders (mostly the board). However, there is enough ground to state that governance configurations influence donors (and donations), even though the exact way how this works needs further unraveling, not only from an empirical point of view, but even more urgently from a theoretical point of view.
