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

For information on how to access the full text of this article, go to http://www.sciencedirect.com/science/journal/14413523/13/3 or contact your local or organisational library for assistance

Areas of Focus

Population Groups

Provision (delivery type & infrastructure)

Topics

Sport and Recreation Types

Views

2212

Added

April 15, 2012

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