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Analysing gender dynamics in sport governance: A new regimes-based approach

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  • Adriaanse, Johanna A.
  • Schofield, Toni

Abstract

This paper explores gender dynamics in sport governance with reference to boards of National Sport Organisations (NSOs) in Australia. It is based on a recent study, underpinned by governance and gender theory. Central is the notion of a gender regime, which is characterised by four interwoven dimensions: production, power, emotional and symbolic relations. When applied to governance dynamics in sport boards, this concept permits identification of how gender works. The study involved an audit of 56 NSOs and in-depth interviews with board directors and chief executive officers (n=26; 9 women and 17 men) from five NSOs. This paper reports on the results of three NSOs. The data suggest that directors’ participation in sport governance was not uniform in terms of gender dynamics. Three gender regimes were identified: masculine hegemony, masculine hegemony in transition and gender mainstreaming in process. Only the latter provided significant opportunities for gender equality in governance while the former two imposed significant constraints. Central to the regime associated with gender equal governance was a combination of presence of women on the board, the occupation of influential board roles by women, active support of women directors by influential men on the board and a commitment to equality in governance as equal participation by both men and women.

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  • Adriaanse, Johanna A. & Schofield, Toni, 2013. "Analysing gender dynamics in sport governance: A new regimes-based approach," Sport Management Review, Elsevier, vol. 16(4), pages 498-513.
    • Handle: RePEc:eee:spomar:v:16:y:2013:i:4:p:498-513
    DOI: 10.1016/j.smr.2013.01.006
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    References listed on IDEAS

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    1. Lesley Ferkins & David Shilbury & Gael McDonald, 2005. "The Role of the Board in Building Strategic Capability: Towards an Integrated Model of Sport Governance Research," Sport Management Review, Taylor & Francis Journals, vol. 8(3), pages 195-225, September.
    2. Ferkins, Lesley & Shilbury, David & McDonald, Gael, 2005. "The Role of the Board in Building Strategic Capability: Towards an Integrated Model of Sport Governance Research," Sport Management Review, Elsevier, vol. 8(3), pages 195-225, November.
    3. Nicholas van der Walt & Coral Ingley, 2003. "Board Dynamics and the Influence of Professional Background, Gender and Ethnic Diversity of Directors," Corporate Governance: An International Review, Wiley Blackwell, vol. 11(3), pages 218-234, July.
    4. Niclas L. Erhardt & James D. Werbel & Charles B. Shrader, 2003. "Board of Director Diversity and Firm Financial Performance," Corporate Governance: An International Review, Wiley Blackwell, vol. 11(2), pages 102-111, April.
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    Cited by:

    1. Ferkins, Lesley & Shilbury, David & O’Boyle, Ian, 2018. "Leadership in governance: Exploring collective board leadership in sport governance systems," Sport Management Review, Elsevier, vol. 21(3), pages 221-231.
    2. Dina A. M. Miragaia & João J. M. Ferreira & Carla D. M. Costa, 2022. "What Are Workers’ Perceptions of Women’s Organizational Leadership?," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 13(4), pages 3345-3363, December.
    3. Burton, Laura J., 2015. "Underrepresentation of women in sport leadership: A review of research," Sport Management Review, Elsevier, vol. 18(2), pages 155-165.
    4. Johanna Adriaanse, 2016. "Gender Diversity in the Governance of Sport Associations: The Sydney Scoreboard Global Index of Participation," Journal of Business Ethics, Springer, vol. 137(1), pages 149-160, August.

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