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A model for improving board performance: The case of a national sport organisation

journal contribution
posted on 2010-09-01, 00:00 authored by Lesley Ferkins, Gael Mcdonald, David ShilburyDavid Shilbury
AbstractThe transition of many sport organisations from being predominantly volunteer-administered and anchored in an amateur ethos to professionally managed entities has created unique challenges for the governance of sport. This paper provides a contribution to the governance literature through the presentation of a situational case where a four-stage model, drawn from an action research approach, has been used for developing a board's strategic capability and subsequent improvement in organisational performance. Action research is founded on the premise that change and research are not mutually exclusive and that dual foci on improving practice and developing theory are possible (Coghlan & Brannick, 2001). Utilising a national sport organisation (NSO) in New Zealand the study developed and tested a structured model for improving board functioning and, specifically, strategic contribution. While the case to which the model has been applied is an NSO, the model and the subsequent reflections have value for non-profit as well as commercial entities particularly with regard to a greater understanding of the mechanisms associated with balancing the performance and conformance roles of the board.

History

Journal

Journal of Management & Organization

Volume

16

Issue

4

Pagination

601 - 621

Publisher

Cambridge University Press (CUP)

ISSN

1833-3672

eISSN

1839-3527

Language

en

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