Routledge Handbook of Sport Governance
David Shilbury, Lesley Ferkins, David Shilbury, Lesley Ferkins
- 434 pages
- English
- ePUB (mobile friendly)
- Available on iOS & Android
Routledge Handbook of Sport Governance
David Shilbury, Lesley Ferkins, David Shilbury, Lesley Ferkins
About This Book
The Routledge Handbook of Sport Governance is a comprehensive and authoritative survey of the wide range of issues shaping sport governance. It considers the evolution of the sport industry from a largely amateur, volunteer-driven sector into the globalised business that it is today and examines how professionalisation has fundamentally shifted the governance landscape for sport organisations and all those working within sport.
Written by a team of leading sport management scholars from around the world, the book is organised around five key themes:
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- Part I: Overview of sport governance
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- Part II: Environmental context and policy perspectives
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- Part III: Ownership structures and governance models: Implications for sport governance
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- Part IV: Board roles in the governance process
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- Part V: Future sport governance challenges
Each chapter reviews the most recent research available and, in some cases, presents new data to support previously published studies. As sport governance is a relatively young field, each chapter maps future research needs to provide direction for sport governance scholars. A special feature of the handbook is a series of nine shorter research chapters in Part IV examining board roles in the governance process, tying theory to the day-to-day practical aspects of running a sport organisation.
With broader and deeper coverage of the key issues in contemporary sport governance than any other book, this handbook is essential reading for students, researchers and practitioners in sport business and management.
Frequently asked questions
Information
Part I
Overview of sport governance
1
An overview of sport governance scholarship
David Shilbury and Lesley Ferkins
Introduction
No | Manuscripts | Themes |
1 | Parent, M. M., Naraine, M. L., & Hoye, R. (2018). New era for governance structures and processes in Canadian national sport organizations. JSM, 32(6), 555–566. | Design archetypes/Government policy/ Professionalisation |
2 | Walters, G., & Tacon, R. (2018). The ‘codification’ of governance in the non-profit sport sector in the UK. ESMQ, 18(4), 482–500. | Codification of governance functions/Board roles |
3 | Adriaanse, J., & Schofield, T. (2014). The impact of gender quotas on gender equality in sport governance. JSM, 28(5), 485–497. | Board structure/Roles |
4 | Shilbury, D., & Ferkins, L. (2013). Sport governance encounters: Insights from lived experiences. SMR, 16(3), 349–363. | Leisure/Professionalisation/Role of the board |
5 | Dimitropoulos, P. (2011). Corporate governance and earnings management in the European football industry. ESMQ, 11(5), 495–523. | Board structure |
6 | Enjolras, B., & Waldahl, R. H. (2010). Democratic governance and oligarchy in voluntary sport organizations: The case of the Norwegian Olympic Committee and confederation of sports. ESMQ, 10(2), 215–239. | Board structure/Roles |
7 | Yeh, C. M., Taylor, T., & Hoye, R. (2009). Board roles in organisations with a dual board system: Empirical evidence from Taiwanese non-profit sport organisations. SMR, 12(2), 91–100. | Role of the board |
8 | de Barros, C., Barros, C., & Correia, A. (2007). Governance in sports clubs: Evidence for the Island of Madeira. ESMQ, 7(2), 123–139. | Role of chair/CEO |
9 | Schulz, J., & Auld, C. (2006). Perceptions of role ambiguity by chairpersons and executive directors in Queensland sporting organisations. SMR, 9(2), 183–201. | Leisure/Professionalisation/ Role of chair |
10 | Hoye, R., & Cuskelly, G. (2003). Board–executive relationships within voluntary sport organisations. SMR, 6(2), 53–73. | Leisure/Professionalisation/ Role of the board |
11 | Kikulis, L. (2000). Continuity and change in governance and decision making in national sport organisations: Institutional explanations. JSM, 14(4), 293–320. | Leisure/Professionalisation/ Roles |
12 | Cuskelly, G., McIntyre, N., & Boag, A. (1998). A longitudinal study of the development of organizational commitment amongst volunteer sport administrators. JSM, 12(3), 181–202. | Leisure/Professionalisation/ Volunteer director motivation |
13 | Auld, C., & Godbey, G. (1998). Influence in Canadian national sport organisations: Perceptions of professionals and volunteers. JSM, 12(1), 20–38. | Leisure/Professionalisation/Roles/ Volunteer director motivations |
14 | Inglis, S. (1997). Roles of the board in amateur sport organizations. JSM, 1(2), 160–176. | Leisure/Professionalisation/ Roles |
No | Manuscripts | Themes |
1 | Ferkins, L. Shilbury, D., & O’Boyle, I. (2018). Leadership in governance: Exploring collective board leadership in sport governance systems, SMR, 21(3), 221–231. | Board dynamics |
2 | Takos, N., Murray, D., & O’Boyle, I. (2018). Authentic leadership in non-profit sport organization boards. JSM, 32(2), 109–122. | Board dynamics |
3 | Adriaanse, J., & Schofield, T. (2013). Analysing gender dynamics in sport governance: A new regimes-based approach. SMR, 6(4), 498–513. | Board dynamics/Gender |
4 | Sibson, R. (2010). “I was banging my head against the wall”: Exclusionary power and the gendering of sport organizations. JSM, 24(4), 379–399. | Board dynamics |
5 | Hamm-Kerwin, S., & Doherty, A. (2010). Intragroup conflict in non-profit sport boards. JSM, 24(3), 245–271. | Board dynamics |
6 | Hoye, R. (2007). Commitment, involvement and performance of voluntary sport organization board members. ESMQ, 7(1), 109–121. | Board dynamics |
7 | Doherty, A., Patterson, M., & Van Bussel, M. (2004). What do we expect? An examination of perceived committee norms in non-profit sport organisations. SMR, 7(2), 109–132. | Board dynamics |
8 | Doherty, A. J., & Carron, A.V. (2003). Cohesion in volunteer sport executive committees. JSM, 17(2), 116–141. | Board dynamics |
9 | Hoye, R., & Cuskelly, G. (2003). Board power and performance within voluntary sport organisations. ESMQ, 3(2), 103–119. | Board dynamics |