A model for improving board performance : the case of a national sport organisation

The transition of many sport organisations from being predominantly volunteer-administered and anchored in an amateur ethos to professionally managed entities has created unique challenges for the governance of sport. This paper provides a contribution to the governance literature through the presentation of a situational case where a four-stage model, drawn from an action research approach, has been used for developing a board&rsquo;s strategic capability and subsequent improvement in organisational performance.<br /><br />Action research is founded on the premise that change and research are not mutually exclusive and that dual foci on improving practice and developing theory are possible (Coghlan & Brannick, 2001). Utilising a national sport organisation (NSO) in New Zealand the study developed and tested a structured model for improving board functioning and, specifically, strategic contribution.<br /><br />While the case to which the model has been applied is an NSO, the model and the subsequent reflections have value for non-profit as well as commercial entities particularly with regard to a greater understanding of the mechanisms associated with balancing the performance and conformance roles of the board. <br />