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Good boards are strategic : what does that mean for sport governance?
journal contribution
posted on 2012-01-01, 00:00 authored by Lesley Ferkins, David ShilburyDavid ShilburyTo 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 relationships.
History
Journal
Journal of sport managementVolume
26Issue
1Pagination
67 - 80Publisher
Human KineticsLocation
Champaign, Ill.ISSN
0888-4773eISSN
1543-270XLanguage
engPublication classification
C1 Refereed article in a scholarly journalCopyright notice
2012, Human Kinetics Publishers, Inc.Usage metrics
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No categories selectedKeywords
Sport governanceNational sport organizationsStrategic capabilitySocial SciencesScience & TechnologyLife Sciences & BiomedicineHospitality, Leisure, Sport & TourismManagementSport SciencesSocial Sciences - Other TopicsBusiness & EconomicsDECISION-MAKINGCORPORATE GOVERNANCECREATING ACCOUNTABILITYINVOLVEMENTDIRECTORSDETERMINANTSPERFORMANCEMEMBERSAGENCYROLES
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