Article ID | Journal | Published Year | Pages | File Type |
---|---|---|---|---|
140979 | Sport Management Review | 2010 | 20 Pages |
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.
Related Topics
Social Sciences and Humanities
Business, Management and Accounting
Business, Management and Accounting (General)
Authors
Lesley Ferkins, David Shilbury,