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Developing board strategic capability in sport organisations: The national-regional governing relationship

  • Ferkins, Lesley
  • Shilbury, David
Registered author(s):

    It is well established that the strategic function is a central role of the non-profit sport board. Little is known, however, about board strategic capability in any context. This study investigated how boards of national sport organisations might develop their strategic capability. "Interpretive" action research focusing on the case of Tennis New Zealand (TNZ) found that the board's strategic role is significantly impacted by its inter-organisational relationships. In particular, the board's ability to enact its strategic priorities could be enhanced by creating a more collaborative partnership with its regional entities and engaging in a power-sharing approach that seeks to develop regional capability.

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    File URL: http://www.sciencedirect.com/science/article/pii/S1441352310000100
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    Article provided by Elsevier in its journal Sport Management Review.

    Volume (Year): 13 (2010)
    Issue (Month): 3 (August)
    Pages: 235-254

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    Handle: RePEc:eee:spomar:v:13:y:2010:i:3:p:235-254
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    1. Dickson, Geoff & Arnold, Trevor & Chalip, Laurence, 2005. "League Expansion and Interorganisational Power," Sport Management Review, Elsevier, vol. 8(2), pages 145-165, September.
    2. Nicholas 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, 07.
    3. Christopher Stoney, 2001. "Stakeholding: Confusion or Utopia? Mapping the Conceptual Terrain," Journal of Management Studies, Wiley Blackwell, vol. 38(5), pages 603-626, 07.
    4. Philip Stiles, 2001. "The Impact of the Board on Strategy: An Empirical Examination," Journal of Management Studies, Wiley Blackwell, vol. 38(5), pages 627-650, 07.
    5. Cuskelly, Graham & Taylor, Tracy & Hoye, Russell & Darcy, Simon, 2006. "Volunteer Management Practices and Volunteer Retention: A Human Resource Management Approach," Sport Management Review, Elsevier, vol. 9(2), pages 141-163, September.
    6. Hoye, Russell & Cuskelly, Graham, 2003. "Board-Executive Relationships within Voluntary Sport Organisations," Sport Management Review, Elsevier, vol. 6(1), pages 53-73, May.
    7. 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.
    8. Richard W. Leblanc, 2004. "What's Wrong with Corporate Governance: a note," Corporate Governance: An International Review, Wiley Blackwell, vol. 12(4), pages 436-441, October.
    9. Elaine Sternberg, 1997. "The Defects of Stakeholder Theory," Corporate Governance: An International Review, Wiley Blackwell, vol. 5(1), pages 3-10, 01.
    10. Shaw, Sally & Allen, Justine B., 2006. ""It basically is a fairly loose arrangement ... and that works out fine, really." Analysing the Dynamics of an Interorganisational Partnership," Sport Management Review, Elsevier, vol. 9(3), pages 203-228, November.
    11. Skinner, James & Stewart, Bob & Edwards, Allan, 1999. "Amateurism to Professionalism: Modelling Organisational Change in Sporting Organisations," Sport Management Review, Elsevier, vol. 2(2), pages 173-192, November.
    12. 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.
    13. C. B. Ingley & N. T. Van der Walt, 2001. "The Strategic Board: the changing role of directors in developing and maintaining corporate capability," Corporate Governance: An International Review, Wiley Blackwell, vol. 9(3), pages 174-185, 07.
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