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’s strategic capability and subsequent improvement in organisational performance.

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.

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.

Empirical investigation of critical success factors for implementing business intelligence systems in multiple engineering asset management organisations

Engineering asset management organisations (EAMOs) are increasingly motivated to implement business intelligence (BI) systems in response to dispersed information environments and compliance requirements. However, the implementation of a business intelligence (BI) system is a complex undertaking requiring considerable resources. Yet, so far, there are few defined critical success factors (CSFs) to which management can refer. Drawing on the CSFs framework derived from a previous Delphi study, a multiple-case design was used to examine how these CSFs could be implemented by five EAMOs. The case studies substantiate the construct and applicability of the CSFs framework. These CSFs are: committed management support and sponsorship, a clear vision and well-established business case, business-centric championship and balanced team composition, a business-driven and iterative develop ment approach, user-oriented change management, a business-driven, scalable and flexible technical framework, and sustainable data quality and integrity. More significantly, the study further reveals that those organisations which address the CSFs from a business orientation approach will be more likely to achieve better results.

A psychological contract perspective to the link between non-profit organizations' management practices and volunteer sustainability

This study applies the concept of the psychological contract to the relationship between management practices and volunteers. Formalization of the voluntary sector is impacting on volunteers’ experiences and may breach the psychological contract from the volunteers’ perspective. This mixed method study interviewed 67 volunteers and volunteer coordinators/administrators, and collected mail survey information from 152 volunteer organizations. The transactional management practices of keeping formal records and not paying volunteers out of pocket expenses are negatively associated with volunteer recruitment and retention. Alternatively, publicly recognizing volunteers through a volunteer newsletter supports volunteers’ relational expectations and is positively linked to adequate volunteer numbers. Our findings have important implications for the human resource development practices of non-profit organizations in dealing with their volunteers: they suggest that the relational expectations of volunteers are an important aspect of the psychological contract, which could be used by organizations as a framework for developing management practices that fit the volunteer ethos of trust and networks.

The adoption of web services based architectures in Australian organisations : an exploratory study

This exploratory research study contributes to answering two related research questions. First it identifies the key influences that seem to be driving and constraining the adoption of Service Oriented Architecture (SOA) and XML/Web Services and secondly it adduces some evidence to confirm that these influences significantly differ from those found by IS researchers in the adoption of other innovations in organisations. The key drivers were found to include improved agility, reuse and [open standards enabled] interoperability. None of these map easily to factors identified in previous Diffusion of Innovations (DOI) related IS research. In spite of standards being originally seen as strengths, it was found that the lack of IT industry agreement on the next generation of Web Services standards is now emerging as a perceived constraint. Variants of the ‘network effect’ such as partner push and client drag were also found to be influential.

Why ERP systems fail to generate intended benefits in developing-country organisations

ERP adoptions in developing countries such as Sri Lanka have struggled to achieve intended benefits. To identify reasons for this problem, this paper begins by integrating ERP benefit-derivers models in developed countries, and Hayami’s technology-transfer model, which argues that three factors retard adoption of imported technology in a developing country, namely, culture, institutions and resources. The model is tested using four in-depth case studies in Sri Lanka. The results suggest that Hayami’s factors, culture, institutions and resources, are, indeed, key factors that make benefits from ERP systems difficult to achieve in Sri Lanka, and by inference, in other developing countries.

Structure and functioning of complex sport organisations

Research used case studies with leading Australian National Sport Organisations to examine how their structures impacted their ability to operate as cohesive, functional organisations. The specific focus was on identifying barriers to functioning and the mechanism organisations used to overcome these barriers and improve the organisational dimension of their performance.