The role of the board in building strategic capability: towards an integrated model of sport governance research

Ferkins, Lesley, Shilbury, David and McDonald, Gael 2005, The role of the board in building strategic capability: towards an integrated model of sport governance research, Sport management review, vol. 8, no. 3, pp. 195-225, doi: 10.1016/S1441-3523(05)70039-5.

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Title The role of the board in building strategic capability: towards an integrated model of sport governance research
Author(s) Ferkins, Lesley
Shilbury, DavidORCID iD for Shilbury, David
McDonald, Gael
Journal name Sport management review
Volume number 8
Issue number 3
Start page 195
End page 225
Publisher Elsevier
Place of publication Kidlington, England
Publication date 2005-11
ISSN 1441-3523
Keyword(s) governance
strategic capability
Summary Governance is a critical issue confronting sport organisations. Its importance in the management of sport organisations has been heightened due to the transition of many sports from predominantly volunteer administered organisations anchored in an amateur ethos, to professionally managed entities catering to a more sophisticated sport marketplace. This paper identifies four elements from the sport governance literature as the key research foci to date: shared leadership, board motivation, board roles, and board structure. Four generic themes (performance, conformance, policy and operations) are also examined and expressed as governance capabilities. The strategic role and performance of the board, while central to the practice of governance, is shown to be a weakness in many sport organisations. Further, the strategic role of the board is underdeveloped in the sport management and governance research literature. Finally, it is noted that the governance literature is shaped by a normative and prescriptive approach that may not fully encompass the diversity that exists within the sport setting. The paper concludes by identifying and affirming the critical gaps in our knowledge of sport governance. Future work should seek to understand sector-specific considerations, such as non-profit and commercial differences in sport; governance designs in response to changing environmental conditions; the impact of the CEO on the board's strategic contributions; and strategic activity by the board. More use of qualitative research methods to probe such issues is recommended
Notes Available online 26 July 2008.
Language eng
DOI 10.1016/S1441-3523(05)70039-5
Field of Research 150312 Organisational Planning and Management
HERDC Research category C1 Refereed article in a scholarly journal
Copyright notice ©2005, Sport Management Association of Australia and New Zealand
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