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

Lesley Ferkins and David Shilbury

Sport Management Review, 2010, vol. 13, issue 3, 235-254

Abstract: 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.

Date: 2010
References: Add references at CitEc
Citations: View citations in EconPapers (14)

Downloads: (external link)
http://hdl.handle.net/10.1016/j.smr.2010.01.009 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:taf:rsmrxx:v:13:y:2010:i:3:p:235-254

Ordering information: This journal article can be ordered from
http://www.tandfonline.com/pricing/journal/rsmr20

DOI: 10.1016/j.smr.2010.01.009

Access Statistics for this article

Sport Management Review is currently edited by Sheranne Fairley

More articles in Sport Management Review from Taylor & Francis Journals
Bibliographic data for series maintained by Chris Longhurst ().