THE ROLE OF GOVERNANCE AND THE INFLUENCE OF BOARDS IN HIGH PERFORMANCE SPORT Proposed PhD Research...
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THE ROLE OF GOVERNANCE AND THE INFLUENCE OF BOARDS IN HIGH PERFORMANCE SPORT Proposed PhD Research Overview Trevor Meiklejohn Lecturer Unitec Institute of Technology Department of Sport Dr Lesley Ferkins Associate Professor, Sport Management Unitec Institute of Technology Department of Sport Prof. Dr. Veerle De Bosscher Vrije Universiteit Brussel Faculty of Physical Education and Physiotherapy Dr Geoff Dickson Associate Professor AUT University School of Sport and Recreation Faculty of Health and Environmnetal Science
THE ROLE OF GOVERNANCE AND THE INFLUENCE OF BOARDS IN HIGH PERFORMANCE SPORT Proposed PhD Research Overview Trevor Meiklejohn Lecturer Unitec Institute
THE ROLE OF GOVERNANCE AND THE INFLUENCE OF BOARDS IN HIGH
PERFORMANCE SPORT Proposed PhD Research Overview Trevor Meiklejohn
Lecturer Unitec Institute of Technology Department of Sport Dr
Lesley Ferkins Associate Professor, Sport Management Unitec
Institute of Technology Department of Sport Prof. Dr. Veerle De
Bosscher Vrije Universiteit Brussel Faculty of Physical Education
and Physiotherapy Dr Geoff Dickson Associate Professor AUT
University School of Sport and Recreation Faculty of Health and
Environmnetal Science
Slide 3
High Performance Sport (HPS) HPS is characterised by the
effective amalgamation of elements including coaching, competition,
sports science and sport medicine, talent identification and
athlete pathways, training facilities and equipment, financial and
managerial support (Sotiriadou, 2013). Medals, titles and
championship wins in iconic events and leagues are the focus of
many HPS programmes (Shibli, De Bosscher, van Bottenburg &
Westerbeck, 2013).
Slide 4
Setting the scene Linking governance to HPS With the
intensification of competition in the HPS arena, greater
expectations are now placed on board members to deliver improved
sport performances (Hoye & Cuskelly, 2007). They are the point
at which the buck stops (Pye, 2004).
Slide 5
AFL: Demons' crisis: CEO Schwab resigns Following 148 point
loss to Essendon I know ultimately my role as the CEO is build a
clubbut its ultimate objective is to win games of footy. Resigning
CEO, Cameron Schwab (AFL, April 2013) We are completely accountable
for what happens in our football club. We have to work out as a
board how do we go forward and give our supporters the hope and
desire to stay with our football club and see it succeed. Club
President, Don McLardy (AFL, April 2013)
Slide 6
All Whites lose 5-1 to Mexico (http://tvnz.co.nz/football-news)
(http://www.radiosport.co.nz/listen-on-demand/weekondemand)
Slide 7
The growth and development of HPS Shift from the previous
application of sports science and coaching as the main basis for
sporting success to the development of a High Performance Industry
which Is highly sophisticated Requires significant resource
investment Has multiple stakeholders Is highly visible and
intensely scrutinised Other developments include Specialised roles
such as Performance Directors Specialised areas such as Athlete
career development and player welfare Greater government
involvement with dedicated government agencies A growth of HPS
facilities Increased academic attention (Sotiriadou & Shilbury,
2009; Sotiriadou, 2011, 2013)
Slide 8
The comprehensive and sophisticated nature of HPS is captured
in the SPLISS Model (De Bosscher et al. 2006).
Slide 9
The Global Sporting Arms Race The desire for international
sporting success as a means in itself and as a vehicle for
achieving non- sporting objectives has seen increased investments
in HPS by national governments (Green & Houlihan, 2005). Oakley
and Green (2001) describe this commitment to HPS and drive for
international sporting supremacy as the global sporting arms
race.
Slide 10
Some challenges and issues As the HPS race intensifies there
are diminishing returns on HPS investments Standing still means
going backwards Most participants have a cap on their HPS spend
Greater homogeneity of HPS systems due to increased
institutionalisation of HPS (De Bosscher et al., 2008, Bergsgard,
Houlihan, Mangset, Nodland & Rommetveldt, 2007; Green &
Houlihan, 2005)
Slide 11
A strategic approach to HPS With diminishing returns on
investment and increased homogeneity in HPS, sports will be
required to adopt a more strategic approach to HPS in order to
differentiate and gain a competitive advantage (Oakley & Green,
2001; De Bosscher et al., 2008). This involves a shift from a
simple input-output relationship towards investing in a blend of
pillars (De Bosscher et al., 2013).
Slide 12
It is one thing to have the ingredients (i.e. the nine pillars)
however you must have the right recipe that guides how to bring the
ingredients together. Marcel Sturkenboom, Director of the Dutch
National Sport Federation and Olympic Committee in (De Bosscher et
al., 2006).
Slide 13
Formulating the HPS recipe Good governance? Consistent with a
strategic approach to HPS, there is a rapid recognition to suggest
that the new point of difference and competitive advantage for
nations is effective management and governance of HPS (Bayle and
Robertson, 2007; Chelladurai, 2007; Ferkins & Shilbury, 2012;
Hoye, 2007; Hoye & Cuskelly, 2007, Sotiriadou, 2013). At a
professional sports franchise level, Hoye and Francis (2006)
observed the board and the CEO of the Crusaders Rugby franchise
were key drivers in formulating their strategy aimed at the
successful on and off field transition from amateur to professional
rugby.
Slide 14
Linking the Resource Based View of a firm to HPS Success is
dependent on an organisations ability to acquire and utilise
resources (Barney, 1991). SPLISS research highlights more tangible
pillars/resource areasless tangible and difficult to imitate
resources such as history and tradition, relationships, culture and
leadership have been also been shown to contribute to HPS success
(Smart & Wolfe, 2000, 2003; Hoye & Francis, 2006).
Slide 15
Governance and the boardat a glance There is no universally
agreed definition of governance (Hoye & Cuskelly, 2007). The
way in which an organisation steers itself, allocates resources and
exercises control and coordination (Rhodes, 1996; Rosenau, 1995)
The group of individuals with the delegated responsibility for
governance of an organisation is the board of directors (Ferkins
& Van Bottenburg, 2013). The strategic function of the board is
recognised as crucial, yet this is role is often under developed or
unclear in many boards (Ferkins & Shilbury, 2010)
Slide 16
Recapping some key points HPS is highly sophisticated and
returns on investments are decreasing 9 SPLISS Pillars + intangible
resources influence HPS success Good governance and a strategic
approach to HPS may enhance success Strategic role of the board
important yet often underdeveloped Pressure on board members to
deliver improved sport performances
Slide 17
Our interest at this stage of our planning What strategic
contribution/influence are boards making to HPS? A potential
challenge for boards is the sophisticated nature of HPS coupled
with the fact that many boards struggle in a strategic sense.
Furthermore Most board members are volunteers. There is tension
that exists in many NSO board rooms between HPS and community sport
prioritisation (Ferkins & Shilbury, 2010). A boards
understanding of strategic issues may come from exposure to
operational detail (Edwards & Cornford, 2003, p. 78). Potential
issues may include Ill informed decision making, mimicking other
programmes, lack of confidence/avoidance of HPS, and delegation of
HPS to selected board members with HPS sporting backgrounds.
Slide 18
Potential research questions What strategic contribution are
boards making to HPS? How do boards influence HPS strategy? What
role are boards playing in HPS? How does a board contribute to HPS
strategic outcomes? - How does a board contribute to HPS strategic
development (positively and negatively)? - To what extent are they
facilitating or hindering elite sport decision making processes? -
What composition/profile do boards have and how does this relate to
HPS?
Slide 19
Thank youquestions?
Slide 20
References Bayle, E. and Robertson, L. (2007). A framework for
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Slide 21
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