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

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.

Keywords:

• Sport
• Board processes
• Governance
• Inter-organisational relationships
• Power-sharing
• Board strategic capability
• Action research