Questioning the application of Policy Governance for small-scale sports clubs in New Zealand

REFERENCES

• Alexander, J. A., & Weiner, B. J. (1998). The adoption of the corporate governance model by nonprofit organizations. Nonprofit management & Leadership, 8, 223–242.
   Google Scholar
• Alm, J. (Ed.). (2013). Action for good governance in international sports organisations. Copenhagen: Play the Game/Danish Institute for Sports Studies. Retrieved from http://www.playthegame.org/fileadmin/documents/good_governance_reports/aggis_final_report.pdf
   Google Scholar
• Bradshaw, P. (2009). A contingency approach to nonprofit governance. Nonprofit Management & Leadership, 20(1), 61–81. doi:10.1002/nml.241
   Web of Science ®Google Scholar
• Bradshaw, P., Murray, V., & Wolpin, J. (1992). Do nonprofit boards make a difference? An exploration of the relationships among board structure, process, and effectiveness. Nonprofit and Voluntary Sector Quarterly, 21(3), 227–249.
   Google Scholar
• Brown, W. A. (2005). Exploring the association between the board and organizational performance in nonprofit organizations. Nonprofit Management and Leadership, 15(3), 317–339.
   Google Scholar
• Callen, J. L., Klein, A., & Tinkelman, D. (2003). Board composition, committees, and organizational efficiency: The case of nonprofits. Nonprofit and Voluntary Sector Quarterly, 32(4), 493–520.
   Web of Science ®Google Scholar
• Carver, J. (1997). Boards that make a difference: A new design for leadership in nonprofit and public organizations (2nd ed.). San Francisco, CA: Jossey-Bass.
   Google Scholar
• Carver, J. (2006). Boards that make a difference: A new design for leadership in nonprofit and public organizations (3rd ed.). San Francisco, CA: John Wiley and Sons.
   Google Scholar
• Carver, J., & Carver, M. (2001). Carver’s policy governance model in nonprofit organisations. Gouvernance – Revue Internationale, 2(1), 30–48.
   Google Scholar
• Carver, J., & Carver, M. (2011). Reinventing your board: A step-by-step guide to implementing policy governance. San Francisco, CA: John Wiley and Sons.
   Google Scholar
• Chappelet, J. L. (2012). From daily management to high politics: The governance of the International Olympic Committee. In L. Robinson, P. Chelladurai, G. Bodet, & P. Downward (Eds.), Routledge handbook of sport management (pp. 7–25). London: Routledge.
   Google Scholar
• Cuskelly, G., (2004). Volunteer retention in community sport organisations. European Sport Management Quarterly, 4(2), 59–76.
   Google Scholar
• Davis, J. H., Schoorman, F. D., & Donaldson, L. (1997). Toward a stewardship theory of management. Academy of Management Review, 22(1), 20–47.
   Web of Science ®Google Scholar
• Ferkins, L., McDonald, G., & Shilbury, D. (2010). A model for improving board performance: The case of a national sport organisation. Journal of Management & Organization, 16, 601–621.
   Web of Science ®Google Scholar
• Ferkins, L., Shilbury, D., & McDonald, G. (2005). The role of the board in building strategic capability: Towards an integrated model of sports governance research. Sport Management Review, 8: 195–225.
   Google Scholar
• Foster, J. (2006). Global sports organisations and their governance. Corporate Governance, 6(1), 72–83.
   Google Scholar
• Hodge, M. M., & Piccolo, R. F. (2005). Funding source, board involvement techniques, and financial vulnerability in nonprofit organizations. Nonprofit Management and Leadership, 16(2), 171–190.
   Google Scholar
• Hoye, R. (2006). Leadership within Australian voluntary sport organization boards. Non-profit Management & Leadership, 16(3), 297–313.
   Google Scholar
• Hoye, R., & Cuskelly, C. (2003). Board-executive relationships within voluntary sport organisations. Sport Management Review, 6 (1), 53–73.
   Google Scholar
• Hoye, R., & Cuskelly, C. (2007). Sport governance. Boston, MA: Elsevier.
   Google Scholar
• Hoye, R., Smith, A., Nicholson, M., & Stewart, B. (2005). Sport management: Principles and applications. Oxford: Elsevier Butterworth-Heinemann.
   Google Scholar
• Iecovich, E. (2005). Environmental and organizational features and their impact on structural and functional characteristics of boards in nonprofit organizations. Administration in Social Work, 29(3), 43–59.
   Web of Science ®Google Scholar
• Joyce, W., & Burley, P. (2008). Partnership forming behaviour involving local amateur sports clubs in Australia, Canada and New Zealand. Australian Parks and Leisure, 11(4), 38–47.
   Google Scholar
• Kikulis, L., Slack, T., & Hinings, C. R. (1992). Institutional specific design archetypes: A framework for understanding change in national sport organizations. International Review for Sociology of Sport, 27, 343–368.
   Google Scholar
• Macris, L. I., & Sam, M. P. (2014). Belief, doubt, and legitimacy in a performance system: National sport organization perspectives. Journal of Sport Management, 28, 529–550.
   Web of Science ®Google Scholar
• Mason, D. S., Thibault, L., & Misener, L. (2006). An agency theory perspective on corruption in sport: The case of the International Olympic Committee. Journal of Sport Management, 20, 52–73.
   Web of Science ®Google Scholar
• McDonald, H., & Sherry, E. (2007). Evaluating sport club board performance: A customer perspective. In M. Thyne, K. Deans, & J. Gnoth (Eds.), Australia and New Zealand marketing academy: 3Rs, reputation responsibility relevance (pp. 437–444). Dunedin: University of Otago.
   Google Scholar
• Misener, K., & Doherty, A. (2009). A case study of organisational capacity in nonprofit community sport. Journal of Sport Management, 23, 457–482.
   Web of Science ®Google Scholar
• Mowbray, D. (2011). Searching for the ‘mythical unicorn’: The missing link between boards of directors and organisational effectiveness (Unpublished doctoral thesis). Auckland University of Technology, Auckland.
   Google Scholar
• Mu Yeh, C., & Taylor, T. (2008). Issues of governance in sport organisations: A question of board size, structure and roles. World Leisure Journal, 50(1): 33–45. doi:10.1080/04419057.2008.9674525
   Google Scholar
• Nichols, J. (2013). Voluntary sports clubs and sport development. In K. Hylton (Ed.), Sport development: Policy, process and practice (3rd ed., pp. 213–230). London: Routledge.
   Google Scholar
• Nobbie, P. D., & Brudney, J. L. (2003). Testing the implementation, board performance, and organizational effectiveness of the policy governance model in nonprofit boards of directors. Nonprofit and Voluntary Sector Quarterly, 32(4), 571–595.
   Web of Science ®Google Scholar
• Robinson, L. (2012). Contemporary issues in the performance of sport organizations. In L. Robinson, P. Chelladurai, G. Bodet, & P. Downward (Eds.), Routledge handbook of sport management (pp. 3–6). London: Routledge.
   Google Scholar
• Robinson, L., & Palmer, D. (Eds.). (2011). Managing voluntary sport organisations. London: Routledge.
   Google Scholar
• Sam, S. (2009). The public management of sport. Public Management Review, 11, 499–514. doi:10.1080/14719030902989565
   Web of Science ®Google Scholar
• Shilbury, D., & Ferkins, L. (2011). Professionalisation, sport governance and strategic capability. Managing Leisure, 16, 108–127. doi:10.1080/13606719.2011.559090
   Google Scholar
• Shimeld, S. (2012). Seeking a theoretical explanation of governance in not-for-profit sporting organisations (Unpublished doctoral thesis). University of Tasmania, Hobart.
   Google Scholar
• Sport and Recreation New Zealand. (2005). Nine steps to effective governance: Building high performing organisations (1st ed.). Wellington: SPARC.
   Google Scholar
• Sport New Zealand. (2014). Nine steps to effective governance: Building high performing organisations (3rd ed.). Retrieved from http://www.sportnz.org.nz/assets/Uploads/attachments/managing-sport/strong-organisations/Nine-Steps-to-Effective-Governance-Building-High-Performing-Organisations.pdf
   Google Scholar
• Yin, R. K. (2009). Case study research: Design and methods (4th ed.). Thousand Oaks, CA: Sage.
   Google Scholar