Comparing federal and unitary models of sport governance: a case study investigation

References

• Adriaanse, J. A., & Schofield, T. (2013). Analyzing gender dynamics in sport governance: A new regimes-based approach. Sport Management Review, 16, 498–513. doi: 10.1016/j.smr.2013.01.006
   Web of Science ®Google Scholar
• Ansell, C., & Gash, A. (2008). Collaborative governance in theory and practice. Journal of Public Administration Research and Theory, 18, 543–571. doi: 10.1093/jopart/mum032
   Web of Science ®Google Scholar
• Ansell, C., & Gash, A. (2012). Stewards, mediators, and catalysts: Toward a model of collaborative leadership. The Innovation Journal: The Public Sector Innovation Journal, 17, 1–21.
   Google Scholar
• Australian Sports Commission (ASC). (2013). Mandatory sports governance principles. Canberra: Author.
   Google Scholar
• Babiak, K. (2007). Determinants of interorganizational relationships: The case of a Canadian non-profit sport organisation. Journal of Sport Management, 21, 338–376. doi: 10.1123/jsm.21.3.338
   Web of Science ®Google Scholar
• Bass, B. M. (1985). Leadership and performance beyond expectations. New York, NY: Free Press.
   Google Scholar
• Benbasat, I., Goldstein, D. K., & Mead, M. (1987). The case research strategy in studies of information systems. MIS Quarterly, 11, 369–386. doi: 10.2307/248684
   Web of Science ®Google Scholar
• Björkman, I. (1994). Managing Swedish and Finnish multinational corporations: The role of the board of directors in French and Norwegian subsidiaries. International Business Review, 3, 47–69. doi: 10.1016/0969-5931(94)90014-0
   Google Scholar
• Brown, C. V. (1997). Examining the emergence of hybrid IS governance solutions: Evidence from a single case site. Information Systems Research, 8, 69–94. doi: 10.1287/isre.8.1.69
   Web of Science ®Google Scholar
• Confederation of Australian Motorsport. (2015). Structure. Retrieved August 25, 2015, from https://www.cams.com.au/about/structure
   Google Scholar
• Cornforth, C. (Ed.). (2003). The governance of public and non-profit organizations: What do boards do? London: Routledge.
   Google Scholar
• Cricket Australia. (2011). Cricket Australia governance review. Melbourne: Author.
   Google Scholar
• Cuskelly, G., & Boag, A. (2001). Organizational commitment as a predictor of committee member turnover among volunteer sport administrators: Results from a time-lagged study. Sport Management Review, 4, 65–86. doi: 10.1016/S1441-3523(01)70070-8
   Google Scholar
• Cuskelly, G., Hoye, R., & Auld, C. (2006). Working with volunteers in sport: Theory and practice. London: Routledge.
   Google Scholar
• Dickson, G., Arnold, T., & Chalip, L. (2005). League expansion and interorganizational power. Sport Management Review, 8, 145–165. doi: 10.1016/S1441-3523(05)70037-1
   Google Scholar
• Doherty, A., & Hoye, R. (2011). Role ambiguity and volunteer board member performance in nonprofit sport organizations. Nonprofit Management and Leadership, 22, 107–128. doi: 10.1002/nml.20043
   Web of Science ®Google Scholar
• Equestrian Australia. (2015). Governance review. Retrieved August 25, 2015, from http://www.equestrian.org.au/sites/default/files/Equestrian20Governance20Review_May%202015.pdf
   Google Scholar
• Ferkins, L., & Shilbury, D. (2010). Developing board strategic capability in sport organizations: The national–regional governing relationship. Sport Management Review, 13, 235–254. doi: 10.1016/j.smr.2010.01.009
   Google Scholar
• Ferkins, L., & Shilbury, D. (2012). Good boards are strategic: What does that mean for sport governance? Journal of Sport Management, 26, 67–80. doi: 10.1123/jsm.26.1.67
   Web of Science ®Google Scholar
• Ferkins, L., Shilbury, D., & McDonald, G. (2009). Board involvement in strategy: Advancing the governance of sport organizations. Journal of Sport Management, 23, 245–277. doi: 10.1123/jsm.23.3.245
   Web of Science ®Google Scholar
• Fletcher, A., & Arnold, R. (2011). A qualitative study of performance leadership and management in elite sport. Journal of Applied Sport Psychology, 23, 223–242. doi: 10.1080/10413200.2011.559184
   Web of Science ®Google Scholar
• Gerring, J., Thacker, S., & Moreno, C. (2007). Are federal systems better than unitary systems? Boston, MA: Boston University.
   Google Scholar
• Gillies, J., & Dickinson, M. (1999). The governance of transnational firms: Some preliminary hypotheses. Corporate Governance: An International Review, 7, 237–247. doi: 10.1111/1467-8683.00155
   Google Scholar
• Golf Australia. (2014). One golf. Summary. South Melbourne: Author.
   Google Scholar
• Guba, E. G., & Lincoln, Y. S. (1989). Fourth generation evaluation. Newbury Park, CA: Sage.
   Google Scholar
• Henry, I., & Lee, P. C. (2004). Governance and ethics in sport. In J. Beech & S. Chadwick (Eds.), The business of sport management (pp. 25–41). Essex: Pearson Education.
   Google Scholar
• House, R. J. (1996). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. Leadership Quarterly, 7, 323–352. doi: 10.1016/S1048-9843(96)90024-7
   Web of Science ®Google Scholar
• Hoye, R., & Cuskelly, G. (2007). Sport governance. Sydney: Elsevier.
   Google Scholar
• Hoye, R., & Doherty, A. (2011). Nonprofit sport board performance: A review and directions for future research. Journal of Sport Management, 25, 272–285. doi: 10.1123/jsm.25.3.272
   Web of Science ®Google Scholar
• Huxham, C., & Vangen, S. (2000). Leadership in the shaping and implementation of collaborative agendas: How things happen in a (not quite) joined up world. Academy of Management Journal, 43, 1159–1175.
   Google Scholar
• Inglis, S. (1997). Roles of the board in amateur sport organizations. Journal of Sport Management, 11, 160–176. doi: 10.1123/jsm.11.2.160
   Web of Science ®Google Scholar
• Kiel, G. C., Hendry, K., & Nicholson, G. J. (2006). Corporate governance options for the local subsidiaries of multinational enterprises. Corporate Governance: An International Review, 14, 568–576. doi: 10.1111/j.1467-8683.2006.00531.x
   Web of Science ®Google Scholar
• Kriger, M. P. (1988). The increasing role of subsidiary boards in MNCs: An empirical study. Strategic Management Journal, 9, 347–360. doi: 10.1002/smj.4250090405
   Web of Science ®Google Scholar
• Kriger, M. P., & Rich, P. J. (1987). Strategic governance: Why and how MNCs are using boards of directors in foreign subsidiaries. Columbia Journal of World Business, 22, 39–46.
   Google Scholar
• Leksell, L., & Lindgren, U. (1982). The board of directors in foreign subsidiaries. Journal of International Business Studies, 13, 27–38. doi: 10.1057/palgrave.jibs.8490536
   Web of Science ®Google Scholar
• Misener, K., & Doherty, A. (2009). A case study of organizational capacity in nonprofit community sport. Journal of Sport Management, 23, 457–482. doi: 10.1123/jsm.23.4.457
   Web of Science ®Google Scholar
• Niemann, A., García, B., & Grant, W. (Eds.). (2011). The transformation of European football: Towards the Europeanisation of the national game. Manchester: Manchester University Press.
   Google Scholar
• O’Boyle, I., & Bradbury, T. (Eds.). (2013). Sport governance: International case studies. London: Routledge.
   Google Scholar
• O’Boyle, I., & Shilbury, D. (2016). Exploring issues of trust in collaborative sport governance. Journal of Sport Management, 30, 52–69. doi: 10.1123/JSM.2015-0175
   Web of Science ®Google Scholar
• Puig, N., Martinez, J., & García, B. (2010). Sports policy in Spain. International Journal of Sport Policy, 2, 381–390. doi: 10.1080/19406940.2010.519343
   Google Scholar
• Pye, A., & Pettigrew, A. (2005). Studying board context, process and dynamics: Some challenges for the future. British Journal of Management, 16, S27–S38. doi: 10.1111/j.1467-8551.2005.00445.x
   Web of Science ®Google Scholar
• Rhodes, R. A. W. (1997). Understanding governance. Buckingham: Open University Press.
   Google Scholar
• Rosenau, J. N. (1995). Governance in the twenty-first century. Global Governance, 1, 13–43.
   Google Scholar
• Shilbury, D. (2001). Examining board member roles, functions and influence: A study of Victorian sporting organisations. International Journal of Sport Management, 2, 253–281.
   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
• Shilbury, D., & Ferkins, L. (2015). Exploring the utility of collaborative governance in a national sport organization. Journal of Sport Management, 29, 380–397. doi: 10.1123/jsm.2014-0139
   Web of Science ®Google Scholar
• Shilbury, D., Ferkins, L., & Smythe, L. (2013). Sport governance encounters: Insights from lived experiences. Sport Management Review, 16, 349–363. doi: 10.1016/j.smr.2012.12.001
   Web of Science ®Google Scholar
• Soares, J., Correia, A., & Rosado, A. (2010). Political factors in the decision making process in voluntary sports associations. European Sport Management Quarterly, 10, 5–29. doi: 10.1080/16184740903554033
   Web of Science ®Google Scholar
• Taylor, M., & O’Sullivan, N. (2009). How should national governing bodies of sport be governed in the UK? An exploratory study of board structure. Corporate Governance: An International Review, 17, 681–693. doi: 10.1111/j.1467-8683.2009.00767.x
   Web of Science ®Google Scholar
• Toms, S., & Filatotchev, I. (2004). Corporate governance, business strategy, and the dynamics of networks: A theoretical model and application to the British cotton industry, 1830–1980. Organization Studies, 25, 629–651. doi: 10.1177/0170840604040678
   Web of Science ®Google Scholar
• Touch Football Australia. (2005). Australian sport commission supports unitary model. Retrieved August 27, 2015 from http://touchfootball.com.au/index.php?id=13&tx_ttnews5Btt_news5D=51&cHash=3e65eb6585
   Google Scholar
• Triathlon Victoria. (2015). Special General Meeting: 6th October 2013. Retrieved August 25, 2015, from http://www.triathlon.org.au/Assets/Triathlon+Australia+Digital+Assets/VIC/PDFs/Explanatory+Memorandum.pdf
   Google Scholar
• Weber, M. (1947). The theory of social and economic organization. Glencoe, IL: The Free Press.
   Google Scholar
• Windsor, D. (2009). Tightening corporate governance. Journal of International Management, 15, 306–316. doi: 10.1016/j.intman.2009.02.003
   Web of Science ®Google Scholar
• Yachting Australia. (2015). One sailing. Retrieved February 10, 2015, from http://www.yachting.org.au/about-us/one-sailing/
   Google Scholar
• Yin, R. K. (2013). Case study research: Design and methods (5th ed.). Newbury Park, CA: Sage.
   Google Scholar