Good Boards Are Strategic: What Does That Mean for Sport Governance? Research Completed
Title
Good Boards Are Strategic: What Does That Mean for Sport Governance?
Lead Author
Lesley Ferkins , David Shilbury
Organisation(s)
Deakin University, Melbourne Australia
Publication Year
2012
Publisher
Human Kinetics, Inc., Journal of Sport Management, 2012, 26, 67-80
Contacts
Abstract
To learn more about the governance of sport organizations, this study explored what meaning board members of national sport organizations (NSOs) attach to the concept of “strategic capability”. In so doing, the inquiry also identified factors considered to constrain or enable board strategic function. This paper draws on a body of knowledge developed over 38 years on board strategic function, primarily from the commercial setting but also from the emerging body of work in the nonprofit and sport governance setting. Located within the interpretive research paradigm this study engaged a range of different qualitative methods including cognitive mapping and visual imagery. Working across two NSOs in New Zealand, four elements were generated that served as reference points in mapping out the meaning of a strategically able board. These were categorized as the need to have capable people, a frame of reference, facilitative board processes, and facilitative regional relationship.
Keywords: Sport governance, board roles, governance, strategy, strategic function, strategic
How to access
For information on how to access the full text of this article, go to http://journals.humankinetics.com/jsm-back-issues/jsm-volume-26-issue-1-january or contact your local or organisational library for assistance
Areas of Focus
Population Groups
Provision (delivery type & infrastructure)
Topics
Sport and Recreation Types
Views
1691
Added
April 15, 2012