Developing board strategic capability in sport organisations: The national–regional governing relationship Research Completed
Title
Developing board strategic capability in sport organisations: The national–regional governing relationship
Lead Author
Lesley Ferkins , David Shilbury
Organisation(s)
Deakin University, Melbourne, Australia
Publication Year
2010
Publisher
Elsevier Ltd., Sport Management Review 13 (2010) 235–254
Contacts
Abstract
It is well established that the strategic function is a central role of the non-profit sport board. Little is known, however, about board strategic capability in any context. This study investigated how boards of national sport organisations might develop their strategic capability. ‘‘Interpretive’’ action research focusing on the case of Tennis New Zealand (TNZ) found that the board’s strategic role is significantly impacted by its interorganisational relationships. In particular, the board’s ability to enact its strategic priorities could be enhanced by creating a more collaborative partnership with its regional entities and engaging in a power-sharing approach that seeks to develop regional capability.
Keywords: sport, board processes, governance, inter-organisational relationships, power-sharing, board strategic capability, action research
How to access
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Areas of Focus
Population Groups
Provision (delivery type & infrastructure)
Topics
Sport and Recreation Types
Views
2655
Added
April 15, 2012