National sport organization governance design archetypes for the twenty-first century

References

• Adriaanse, J. (2016). Gender diversity in the governance of sport associations: The Sydney scoreboard global index of participation. Journal of Business Ethics, 137(1), 149–160. https://doi.org/10.1007/s10551-015-2550-3
   Web of Science ®Google Scholar
• Bogason, P., & Musso, J. A. (2006). The democratic prospects of network governance. The American Review of Public Administration, 36(1), 3–18. https://doi.org/10.1177/0275074005282581
   Web of Science ®Google Scholar
• Chappelet, J.-L. (2016). Which governance for which organization? A postface. Sport in Society, 19(6), 857–859. https://doi.org/10.1080/17430437.2015.1108649
   Web of Science ®Google Scholar
• Chappelet, J.-L., & Mrkonjic, M. (2013). Basic indicators for better governance in international sport (BIBGIS): An assessment tool for international sport governing bodies. https://serval.unil.ch/resource/serval:BIB_7BDD210D3643.P001/REF
   Google Scholar
• Chappelet, J.-L., & Mrkonjic, M. (2019). Assessing sport governance principles and indicators. In M. Winand & C. Anagnostopoulos (Eds.), Research handbook on sport governance (pp. 10–28). Edward Elgar.
   Google Scholar
• Clausen, J., Bayle, E., Giauque, D., Ruoranen, K., Lang, G., Nagel, S., Klenk, C., & Schlesinger, T. (2018). Drivers of and barriers to professionalization in international sport federations. Journal of Global Sport Management, 3(1), 37–60. https://doi.org/10.1080/24704067.2017.1411165
   Google Scholar
• Constandt, B., Parent, M. M., & Willem, A. (2020). Does it really matter? A study on soccer fans’ perceptions of ethical leadership and their role as “stakeowners”. Sport Management Review, 23(3), 374–386. https://doi.org/10.1016/j.smr.2019.04.003
   Web of Science ®Google Scholar
• Esteve, M., Di Lorenzo, F., Inglés, E., & Puig, N. (2011). Empirical evidence of stakeholder Management in sports clubs: The impact of the board of directors. European Sport Management Quarterly, 11(4), 423–440. https://doi.org/10.1080/16184742.2011.599210
   Web of Science ®Google Scholar
• Everitt, B. S., Landau, S., Leese, M., & Stahl, D. (2011). Cluster analysis (5th ed.). Wiley & Sons.
   Google Scholar
• Ferkins, L., & Shilbury, D. (2015a). Board strategic balance: An emerging sport governance theory. Sport Management Review, 18(4), 489–500. https://doi.org/10.1016/j.smr.2014.12.002
   Web of Science ®Google Scholar
• Ferkins, L., & Shilbury, D. (2015b). The stakeholder dilemma in sport governance: Toward the notion of “stakeowner”. Journal of Sport Management, 29(1), 93–108. https://doi.org/10.1123/JSM.2013-0182
   Web of Science ®Google Scholar
• Field, A. (2018). Discovering statistics using IBM SPSS statistics (5th ed., North American edition). SAGE.
   Google Scholar
• Freeman, R. E. (1984). Strategic management: A stakeholder approach. Pitman.
   Google Scholar
• Friedman, M. T., & Mason, D. S. (2005). Stakeholder management and the public subsidization of Nashville's coliseum. Journal of Urban Affairs, 27(1), 93–118. https://doi.org/10.1111/j.0735-2166.2005.00226.x
   Web of Science ®Google Scholar
• García, B., & Welford, J. (2015). Supporters and football governance, from customers to stakeholders: A literature review and agenda for research. Sport Management Review, 18(4), 517–528. https://doi.org/10.1016/j.smr.2015.08.006
   Web of Science ®Google Scholar
• Geeraert, A. (2018). National Sports Governance Observer (Final report). https://playthegame.org/knowledge-bank/downloads/national-sports-governance-observer-final-report/f80a5652-8ae2-479c-8bb8-a9ad00b3aec7
   Google Scholar
• Geeraert, A., Alm, J., & Groll, M. (2014). Good governance in international sport organizations: An analysis of the 35 Olympic sport governing bodies. International Journal of Sport Policy, 6(3), 281–306. https://doi.org/10.1080/19406940.2013.825874
   Google Scholar
• Greenwood, R., & Hinings, C. R. (1988). Organizational design types, tracks, and the dynamics of strategic change. Organization Studies, 9(3), 293–316. https://doi.org/10.1177/017084068800900301
   Web of Science ®Google Scholar
• Henry, D., Dymnicki, A. B., Mohatt, N., Allen, J., & Kelly, J. G. (2015). Clustering methods with qualitative data: A mixed-methods approach for prevention research with small samples. Prevention Science, 16(7), 1007–1016. https://doi.org/10.1007/s11121-015-0561-z
   PubMed Web of Science ®Google Scholar
• Hoye, R., & Cuskelly, G. (2007). Sport governance. Elsevier.
   Google Scholar
• Hoye, R., & Doherty, A. (2011). Non-profit sport board performance: A review and directions for future research. Journal of Sport Management, 25(3), 272–285. https://doi.org/10.1123/jsm.25.3.272
   Web of Science ®Google Scholar
• Hoye, R., Parent, M. M., Taks, M., Naraine, M. L., Séguin, B., & Thompson, A. (2020). Design archetype utility for understanding and analyzing the governance of contemporary national sport organizations. Sport Management Review, 23(4), 576–587. https://doi.org/10.1016/j.smr.2019.10.002
   Web of Science ®Google Scholar
• International Olympic Committee. (2008). Basic universal principles of good governance of the Olympic and sports movement. https://stillmed.olympic.org/media/Document%20Library/OlympicOrg/IOC/Who-We-Are/Commissions/Ethics/Good-Governance/EN-Basic-Universal-Principles-of-Good-Governance-2011.pdf#_ga=2.87870619.2062403625.1511361672-1264564570.1463506977
   Google Scholar
• Kerwin, S., & Doherty, A. (2019). Board dynamics in non-profit sport organizations: Contemporary research directions. In M. Winand & C. Anagnostopoulos (Eds.), Research handbook on sport governance (pp. 439–454). Edward Elgar.
   Google Scholar
• Kikulis, L. M., Slack, T., & Hinings, C. R. (1992). Institutionally specific design archetypes: A framework for understanding change in national sports organizations. International Review for the Sociology of Sport, 27(4), 343–368. https://doi.org/10.1177/101269029202700405
   Google Scholar
• Kikulis, L. M., Slack, T., & Hinings, C. R. (1995a). Sector specific patterns of change in organizational design change. Journal of Management Studies, 32(1), 67–100. https://doi.org/10.1111/j.1467-6486.1995.tb00646.x
   Web of Science ®Google Scholar
• Kikulis, L. M., Slack, T., & Hinings, C. R. (1995b). Toward an understanding of the role of agency and choice in the changing structure of Canada’s national sport organizations. Journal of Sport Management, 9(3), 273–299. https://doi.org/10.1123/jsm.9.3.273
   Web of Science ®Google Scholar
• Koliba, C., Meek, J. W., & Zia, A. (2011). Governance networks in public administration and public policy. CRC Press.
   Google Scholar
• Lang, G., Schlesinger, T., Lamprecht, M., Ruoranen, K., Klenk, C., Bayle, E., Clausen, J., Giauque, D., & Nagel, S. (2018). Types of professionalization: Understanding contemporary organizational designs of Swiss national sport federations. Sport, Business and Management: An International Journal, 8(3), 298–316. https://doi.org/10.1108/SBM-11-2017-0076
   Google Scholar
• Lant, T. K., & Baum, J. A. C. (1994). Cognitive sources of socially constructed competitive groups: Examples from the Manhattan hotel industry. In W. R. Scott & S. Christensen (Eds.), The institutional construction of organizations (pp. 15–38). Sage.
   Google Scholar
• Miller, D. (1996). Configuration revisited. Strategic Management Journal, 17(7), 505–512. https://doi.org/10.1002/(SICI)1097-0266(199607)17:7<505::AID-SMJ852>3.0.CO;2-I
   Web of Science ®Google Scholar
• Naraine, M. L., Parent, M. M., Hoye, R., Taks, M., Seguin, B., & Thompson, A. (2020). Examining the interorganizational links between national sport organizations and their stakeholders: A social network analysis. International Journal of Sport Management, 21(3), 239–260. https://americanpresspublishers.com/IJSMContents2020.html
   Google Scholar
• Naraine, M. L., Schenk, J., & Parent, M. M. (2016). Coordination in international and domestic sports events: Examining stakeholder network governance. Journal of Sport Management, 30(5), 521–537. https://doi.org/10.1123/jsm.2015-0273
   Web of Science ®Google Scholar
• Nowy, T., Wicker, P., Feiler, S., & Breuer, C. (2015). Organizational performance of non-profit and for-profit sport organizations. European Sport Management Quarterly, 15(2), 155–175. https://doi.org/10.1080/16184742.2014.995691
   Web of Science ®Google Scholar
• O'Boyle, I., & Hassan, D. (2014). Performance management and measurement in national-level non-profit sport organizations. European Sport Management Quarterly, 14(3), 299–314. https://doi.org/10.1080/16184742.2014.898677
   Web of Science ®Google Scholar
• Parent, M. M., & Deephouse, D. L. (2007). A case study of stakeholder identification and prioritization by managers. Journal of Business Ethics, 75(1), 1–23. https://doi.org/10.1007/s10551-007-9533-y
   Web of Science ®Google Scholar
• Parent, M. M., Naraine, M. L., & Hoye, R. (2018). A new era for governance structures and processes in Canadian national sport organizations. Journal of Sport Management, 32(6), 555–566. https://doi.org/10.1123/jsm.2018-0037
   Web of Science ®Google Scholar
• Parent, M. M., Rouillard, C., & Naraine, M. L. (2017). Network governance of a multi-level, multi-sectoral sport event: Differences in coordinating ties and actors. Sport Management Review, 20(5), 497–509. https://doi.org/10.1016/j.smr.2017.02.001
   Web of Science ®Google Scholar
• Shilbury, D., & Ferkins, L. (2011). Professionalization, sport governance and strategic capability. Managing Leisure, 16(2), 108–127. https://doi.org/10.1080/13606719.2011.559090
   Google Scholar
• Shilbury, D., & Ferkins, L. (2015). Exploring the utility of collaborative governance in a national sport organization. Journal of Sport Management, 29(4), 380–397. https://doi.org/10.1123/jsm.2014-0139
   Web of Science ®Google Scholar
• Shilbury, D., & Ferkins, L. (2020). An overview of sport governance scholarship. In D. Shilbury & L. Ferkins (Eds.), Routledge handbook of sport governance (pp. 3–17). Routledge.
   Google Scholar
• Steen-Johnsen, K., & Hanstad, D. V. (2008). Change and power in complex democratic organizations. The case of Norwegian elite sports. European Sport Management Quarterly, 8(2), 123–143. https://doi.org/10.1080/16184740802024393
   Web of Science ®Google Scholar
• Stevens, J. A. (2006). The Canadian hockey association merger and the emergence of the amateur sports enterprise. Journal of Sport Management, 20(1), 74–100. https://doi.org/10.1123/jsm.20.1.74
   Web of Science ®Google Scholar
• Wicker, P., & Breuer, C. (2014). Exploring the organizational capacity and organizational problems of disability sport clubs in Germany using matched pairs analysis. Sport Management Review, 17(2), 23–34. https://doi.org/10.1016/j.smr.2013.03.005
   Google Scholar
• Winand, M., Rihoux, B., Qualizza, D., & Zintz, T. (2011). Combinations of key determinants of performance in sport governing bodies. Sport, Business and Management: An International Journal, 1(3), 234–251. https://doi.org/10.1108/20426781111162657
   Google Scholar
• Winand, M., Zintz, T., Bayle, E., & Robinson, L. (2010). Organizational performance of Olympic sport governing bodies: Dealing with measurement and priorities. Managing Leisure, 15(4), 279–307. https://doi.org/10.1080/13606719.2010.508672
   Google Scholar
• Zintz, T., & Gérard, S. (2019). Support the implementation of good governance in sport (SIGGS): A European project for national Olympic committees and national sport federations. In M. Winand & C. Anagnostopoulos (Eds.), Research handbook on sport governance (pp. 53–71). Edward Elgar.
   Google Scholar