This research explores how nonprofit managers conceptualize their organization’s strategic orientation toward products and services and in what way the governing board is structured to match that orientation. Using the Miles and Snow typology of strategy and a survey of 132 nonprofit organizations, organizations were categorized into four strategic types (e.g., defenders, prospectors, analyzers, or reactors), and distinctive structural patterns in board committees and composition were found. Prospectors had broader, more inclusive structures, whereas defenders tended to have tighter, more focused structures. Although some patterns appeared muted, through in-depth interviews with selected exemplars, several characteristics were found that helped define and clarify nonprofit strategy. This included the use of mission statements to help communicate the organization’s strategic orientation.
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