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

Version 2 2024-06-03, 08:56
Version 1 2014-10-28, 09:11
journal contribution
posted on 2024-06-03, 08:56 authored by L Ferkins, G McDonald, David ShilburyDavid Shilbury
The 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 and organization

Volume

16

Pagination

601-621

Location

Maleny, Qld.

ISSN

1833-3672

eISSN

1758-7247

Language

eng

Publication classification

C1 Refereed article in a scholarly journal

Issue

4

Publisher

eContent Management Pty Ltd.