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The Role of the Board in Building Strategic Capability: Towards an Integrated Model of Sport Governance Research

Author

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  • Lesley Ferkins
  • David Shilbury
  • Gael McDonald

Abstract

Governance is a critical issue confronting sport organisations. Its importance in the management of sport organisations has been heightened due to the transition of many sports from predominantly volunteer administered organisations anchored in an amateur ethos, to professionally managed entities catering to a more sophisticated sport marketplace. This paper identifies four elements from the sport governance literature as the key research foci to date: shared leadership, board motivation, board roles, and board structure. Four generic themes (performance, conformance, policy and operations) are also examined and expressed as governance capabilities. The strategic role and performance of the board, while central to the practice of governance, is shown to be a weakness in many sport organisations. Further, the strategic role of the board is underdeveloped in the sport management and governance research literature. Finally, it is noted that the governance literature is shaped by a normative and prescriptive approach that may not fully encompass the diversity that

Suggested Citation

  • 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.
    • Handle: RePEc:taf:rsmrxx:v:8:y:2005:i:3:p:195-225
    DOI: 10.1016/S1441-3523(05)70039-5
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    Citations

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    Cited by:

    1. Jorge Alexandre Pereira Soares, 2016. "The Board President’s Role in Controlling the Decision-making Process in Voluntary Sports Organizations," Brazilian Business Review, Fucape Business School, vol. 13(Special), pages 57-79, November.
    2. 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.
    3. 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.
    4. Jonas Van Riel & Geert Poels, 2023. "A Method for Developing Generic Capability Maps," Business & Information Systems Engineering: The International Journal of WIRTSCHAFTSINFORMATIK, Springer;Gesellschaft für Informatik e.V. (GI), vol. 65(4), pages 403-424, August.
    5. 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.
    6. Youngshin Woo & Wooseok Choi & Insik Min & Mugoan Jeong, 2020. "Korean Business Groups and Performance of Group-Affiliated Professional Sport Teams: Focusing on the Asian Financial Crisis," Sustainability, MDPI, vol. 12(17), pages 1-15, August.
    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. 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.
    9. Christina Philippou, 2019. "Towards a unified framework for anti-bribery in sport governance," International Journal of Disclosure and Governance, Palgrave Macmillan, vol. 16(2), pages 83-99, July.
    10. Parent, Milena M. & Rouillard, Christian & Naraine, Michael L., 2017. "Network governance of a multi-level, multi-sectoral sport event: Differences in coordinating ties and actors," Sport Management Review, Elsevier, vol. 20(5), pages 497-509.
    11. Obonyo Mark Ouche & David Odhiambo Oima & Moses Oginda, 2016. "Effect of Strategic Planning on Annual Income of National Sports Federations in Kenya," International Journal of Academic Research in Business and Social Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Business and Social Sciences, vol. 6(5), pages 41-64, May.
    12. Ferkins, Lesley & Shilbury, David, 2015. "Board strategic balance: An emerging sport governance theory," Sport Management Review, Elsevier, vol. 18(4), pages 489-500.
    13. Gerke, Anna & Babiak, Kathy & Dickson, Geoff & Desbordes, Michel, 2018. "Developmental processes and motivations for linkages in cross-sectoral sport clusters," Sport Management Review, Elsevier, vol. 21(2), pages 133-146.
    14. Anna Gerke, 2015. "Interorganizational linkages in sport industry clusters - types, development, and motives," Post-Print hal-01167403, HAL.
    15. Castellanos Julio David & George Babu, 2020. "Boardroom leadership: The board of directors as a source of strategic leadership," Economics and Business Review, Sciendo, vol. 6(1), pages 103-119, March.
    16. 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.
    17. 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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