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Board-Executive Relationships within Voluntary Sport Organisations

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  • Hoye, Russell
  • Cuskelly, Graham

Abstract

This paper explores the relationship between board performance and board-executive relationships within voluntary sport organisations. Qualitative data were collected through interviews with 21 executives, board chairs and board members from seven voluntary sport organisations. Results revealed that four elements of the board-executive relationship were perceived to be associated with effective board performance. These elements included board leadership, trust between the board and the executive, the control of information available to the board, and responsibility for board performance. The paper explores each of these elements, and the implications for governing boards of voluntary sport organisations.

Suggested Citation

  • Hoye, Russell & Cuskelly, Graham, 2003. "Board-Executive Relationships within Voluntary Sport Organisations," Sport Management Review, Elsevier, vol. 6(1), pages 53-73, May.
    • Handle: RePEc:eee:spomar:v:6:y:2003:i:1:p:53-73
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    Citations

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    Cited by:

    1. Yeh, Chien Mu & Taylor, Tracy & Hoye, Russell, 2009. "Board roles in organisations with a dual board system: Empirical evidence from Taiwanese nonprofit sport organisations," Sport Management Review, Elsevier, vol. 12(2), pages 91-100, May.
    2. Kang, Seungmin & Svensson, Per G., 2019. "Shared leadership in sport for development and peace: A conceptual framework of antecedents and outcomes," Sport Management Review, Elsevier, vol. 22(4), pages 464-476.
    3. Wicker, Pamela, 2017. "Volunteerism and volunteer management in sport," Sport Management Review, Elsevier, vol. 20(4), pages 325-337.
    4. Engelberg, Terry & Skinner, James & Zakus, Dwight H., 2011. "Exploring the relationship between commitment, experience, and self-assessed performance in youth sport organizations," Sport Management Review, Elsevier, vol. 14(2), pages 117-125, May.
    5. Schulz, John & Auld, Christopher, 2006. "Perceptions of Role Ambiguity by Chairpersons and Executive Directors in Queensland Sporting Organisations," Sport Management Review, Elsevier, vol. 9(2), pages 183-201, September.
    6. A. Balduck & A. Van Rossem & M. Buelens, 2009. "Identifying Competencies Of Volunteer Board Members Of Community Sports Clubs," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 09/559, Ghent University, Faculty of Economics and Business Administration.
    7. 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.
    8. Chalip, Laurence & Philip Scott, E., 2005. "Centrifugal Social Forces in a Youth Sport League," Sport Management Review, Elsevier, vol. 8(1), pages 43-67, May.
    9. Ferkins, Lesley & Shilbury, David, 2015. "Board strategic balance: An emerging sport governance theory," Sport Management Review, Elsevier, vol. 18(4), pages 489-500.
    10. Ferkins, Lesley & Shilbury, David, 2010. "Developing board strategic capability in sport organisations: The national-regional governing relationship," Sport Management Review, Elsevier, vol. 13(3), pages 235-254, August.
    11. Misener, Katie & Doherty, Alison, 2013. "Understanding capacity through the processes and outcomes of interorganizational relationships in nonprofit community sport organizations," Sport Management Review, Elsevier, vol. 16(2), pages 135-147.
    12. Dowling, Mathew & Edwards, Jonathon & Washington, Marvin, 2014. "Understanding the concept of professionalisation in sport management research," Sport Management Review, Elsevier, vol. 17(4), pages 520-529.

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