Routledge Handbook of Sport Governance

David Shilbury, Lesley Ferkins, David Shilbury, Lesley Ferkins

• Editorial: Routledge
• Año: 2019
• ISBN:
  9780429802461
• Edición: 1
• Categoría: Negocios y empresa
• Categoría: Gobierno empresarial

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.

Part I

Overview of sport governance

1

An overview of sport governance scholarship

David Shilbury and Lesley Ferkins

Introduction

Sport governance scholarship has a short history. The first sport governance-related manuscript published in the Journal of Sport Management was in 1996, some nine years after the establishment of this journal in 1987. This article, by Kuga (see Table 1.4), focused on the governance of intercollegiate athletics and the perceptions of faculty as key stakeholders. Interestingly, this is the only sport governance article published in the three leading sport management journals concentrated on the sports system in the USA. Sport Management Review published its first sport governance paper in 2003, five years after its inception in 1998, and the European Sport Management Quarterly published its first sport governance manuscript in 2003, two years after its commencement in 2001. Hoye and Cuskelly co-authored both articles, with the first published in Sport Management Review examining professionalisation of governance systems, board–executive relations and the role of the board (see Table 1.1). The second article, published in European Sport Management Quarterly, investigated board dynamics and specifically board power and performance in voluntary sport organisations (see Table 1.2). These two articles provide an insight to the general trend of articles published in the three leading journals, most of which tackle governance in sport systems formerly grounded in amateur and voluntary delivery systems.

Table 1.1 Quadrant 1 – Defining governance roles and responsibilities

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

Table 1.2 Quadrant 2 – Improving board processes

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

Of the 1642 articles published in the field’s three leading journals, 49, or nearly three percent of these papers were sport governance research focused. The Journal of Sport Management published 21 (2.7%) sport governance articles from its inception in 1987 through the end of 2018. Sport Management Review published 15 (3.3%) papers and the European Sport Management Quarterly 13 (3.2%) manuscripts until the end of 2018. On any measure, the proportion of papers focused on sport governance research is small. As will be argued in this chapter, and implicitly through the commissioning of this research handbook of sport governance, sport governance is a more important area of theory and practice than the current scholarship devoted to it implies.

The purpose of this introductory chapter is to overview the scholarship dedicated to sport governance and to explain the motivation for this handbook. In total, 29 chapters compose this handbook, with all chapters dedicated to various aspects of sport governance research and practice. Forty-two authors from 14 countries have contributed to this handbook. Each chapter reviews specific elements of sport governance identifying relevant research themes and communicating what is currently known about sport governance as well as identifying future research directions. In summary, this is a research handbook designed to survey the field and its progress specifically in relation to sport governance scholarship. As already indicated, the volume of sport governance scholarship in the three leading sport management journals reveals that scholarship in this domain may not have assumed the prominence and importance it warrants. This view is predicated on the importance of leadership in the governance process and the role of boards and individual directors in setting the standards and direction for individual sport organisations and, therefore, sport collectively.

Sport governance forms part...