Stakeholder governance and Irish sport

David Hassan, Ian O'Boyle

Research output: Contribution to journalArticle

2 Citations (Scopus)

Abstract

Within global sport it appears the effective management of theinterdependency of national governing bodies, individual clubs and anetwork of stakeholder interests has never been more widely discussed.It points to a requirement for all sporting organizations to remainsensitive to what is an ever-growing dichotomy between sportingvolunteers and professional salaried staff, their competing interestsand objectives. It is by no means a straightforward undertaking andis particularly foregrounded in a sporting environment that attachessignificance to the preservation of an amateur ideal. As many sportsclubs are now faced with the challenge of offering an adequate forumthrough which to reflect the views of their grassroots members, whilstsimultaneously facilitating greater commercial interest in their affairs,the fundamental changes facing Ireland’s largest sporting body, theGaelic Athletic Association (GAA), offers cause for timely reflection.This article argues that only through the introduction of a meaningfulstakeholder model can the governance of an organization like theGAA, a social and cultural touchstone unmatched within Irish sportinglife, begin to respond to these mounting and competing agendas.
LanguageEnglish
JournalSport in Society
Volume20
DOIs
Publication statusPublished - 16 Mar 2016

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amateur
clubs
Ireland
Sports
stakeholder
governance
staff
organization
cause
management

Keywords

  • Sport
  • Governance
  • GAA. Ireland
  • Stakeholder

Cite this

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title = "Stakeholder governance and Irish sport",
abstract = "Within global sport it appears the effective management of theinterdependency of national governing bodies, individual clubs and anetwork of stakeholder interests has never been more widely discussed.It points to a requirement for all sporting organizations to remainsensitive to what is an ever-growing dichotomy between sportingvolunteers and professional salaried staff, their competing interestsand objectives. It is by no means a straightforward undertaking andis particularly foregrounded in a sporting environment that attachessignificance to the preservation of an amateur ideal. As many sportsclubs are now faced with the challenge of offering an adequate forumthrough which to reflect the views of their grassroots members, whilstsimultaneously facilitating greater commercial interest in their affairs,the fundamental changes facing Ireland’s largest sporting body, theGaelic Athletic Association (GAA), offers cause for timely reflection.This article argues that only through the introduction of a meaningfulstakeholder model can the governance of an organization like theGAA, a social and cultural touchstone unmatched within Irish sportinglife, begin to respond to these mounting and competing agendas.",
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note = "Reference text: Amara, M., I. Henry, J. Liang, and K. Uchiumi. 2005. “The Governance of Professional Soccer: Five Case Studies – Algeria, China, England, France and Japan.” European Journal of Sport Science 5: 189–206. Ansell, C., and A. Gash. 2008. “Collaborative Governance in Theory and Practice.” Journal of Public Administration Research and Theory 18: 543–571. ASC (Australian Sports Commission). 2013. Mandatory Sports Governance Principles. Canberra: Australian Sports Commission. Clarkson, M. 1995. “A Stakeholder Framework for Analysing and Evaluating Corporate Social Performance.” Academy of Management Review 20: 92–117. Cuskelly, G., and A. Boag. 2001. “Organisational Commitment as a Predictor of Committee Member Turnover among Volunteer Sport Administrators: Results of a Time-Lagged Study.” Sport Management Review 4: 65–86. Dickson, G., T. Arnold, and L. Chalip. 2005. “League Expansion and Interorganisational Power.” Sport Management Review 8: 145–165. Donaldson, L., and J. H. Davis. 1994. “Boards and Company Performance – Research Challenges the Conventional Wisdom.” Corporate Governance: An International Review 2 (3): 151–160. Donaldson, T., and L. Preston. 1995. “The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications.” Academy of Management Review 20: 65–92. Emerson, K., T. Nabatchi, and S. Balogh. 2012. “An Integrative Framework for Collaborative Governance.” Journal of Public Administration Research and Theory 22: 1–29. Downloaded by [David Hassan] at 10:20 18 March 2016 14 D. Hassan and I. O’Boyle Ferkins, L., and D. Shilbury. 2010. “Developing Board Strategic Capability in Sport Organisations: The National–Regional Governing Relationship.” Sport Management Review 13: 235–254. Ferkins, L., and D. Shilbury. 2012. “Good Boards Are Strategic: What Does That Mean for Sport Governance?” Journal of Sport Management 26: 67–80. Ferkins, L., D. Shilbury, and G. McDonald. 2009. “Board Involvement in Strategy: Advancing the Governance of Sport Organizations.” Journal of Sport Management 23: 245–277. Foreman, J. 2006. “Corporate Governance in the Australian Football League: A Critical Evaluation.” PhD diss., Victoria University, Melbourne, Australia. Freeman, R. E. 1984. Strategic Management: A Stakeholder Approach. Chicago, IL: Pitman Press. GAA. 2000. Strategic Review. Dublin: GAA. Gratton, C. 2000. “The Peculiar Economics of English Professional Football.” In The Future of Football: Challenges for the Twenty-first Century, edited by J. Garland, D. Malcolm, and M. Rowe, 45–63. London: Frank Cass. Gratton, C., and P. Taylor. 2000. The Economics of Sport and Recreation. London: E & FN Spon. Green, C., L. Chalip, and M. Bowers. 2013. “United States of America.” In Sport Governance: International Case Studies, edited by I. O’Boyle and T. Bradbury, 20–36. London: Routledge. Henry, I., and P. C. Lee. 2004. “Governance and Ethics in Sport.” In The Business of Sport Management, edited by J. Beech and S. Chadwick, 25–41. Essex: Pearson Education. Hoye, R., and G. Cuskelly. 2007. Sport Governance. Sydney: Elsevier. Hoye, R., and A. Doherty. 2011. “Nonprofit Sport Board Performance: A Review and Directions for Future Research.” Journal of Sport Management 25: 272–285. Inglis, S. 1997. “Roles of the Board in Amateur Sport Organizations.” Journal of Sport Management 11: 160–176. McGee, E. 2007. “GAA is Getting Rich Quick but What of Its Poor Relations.” Irish Independent Sep. (8): 60. McNamee, M. J. and S. Fleming. 2007. “Ethics Audits and Corporate Governance.” Journal of Business Ethics 73: 425–437. NFL. 2015. “Values.” http://www.nfl.com/careers/values. O’Boyle, I. 2012. “The Identification and Management of Fundamental Performance Dimensions in National Level Non-Profit Sport Management.” Unpublished doctoral diss., University of Ulster, Belfast, Ireland. O’Boyle, I., and T. Bradbury, eds. 2013. Sport Governance: International Case Studies. London: Routledge. O’Boyle, I., and D. Hassan. 2014. “Performance Management and Measurement in National-level Non-profit Sport Organisations.” European Sport Management Quarterly 14: 299–314. O’Boyle, I., and D. Hassan. 2016. “Board Composition in Federated Structures: A Case Study of the Gaelic Athletic Association.” World Leisure Journal, 51: 56–74. O’Boyle, I., and D. Shilbury. 2016. “Trust as an Antecedent to Collaborative Sport Governance.” Journal of Sport Management. Senaux, B. 2008. “A Stakeholder Approach to Football Club Governance.” International Journal of Sport Management and Marketing 4: 4–17. Shilbury, D. 2001. “Examining Board Member Roles, Functions and Influence: A Study of Victorian Sporting Organizations.” International Journal of Sport Management 2: 253–281. Shilbury, D., and L. Ferkins. 2011. “Professionalisation, Sport Governance and Strategic Capability.” Managing Leisure 16: 108–127. Shilbury, D., and L. Ferkins. 2014. “Exploring the Utility of Collaborative Governance in a National Sport Organization.” Journal of Sport Management, Advance Online Publication, 29 (4): 380–397. doi:10.1123/jsm.204-0139. Shilbury, D., L. Ferkins, and L. Smythe. 2013. “Sport Governance Encounters: Insights from Lived Experiences.” Sport Management Review 16: 349–363. Soares, J., A. Correia, and A. Rosado. 2010. “Political Factors in the Decision-making Process in Voluntary Sports Associations.” European Sport Management Quarterly 10: 5–29. SPARC. 2006. Nine Steps to Effective Governance: Building High Performing Organizations. 2nd ed. Wellington: SPARC. Sport in Society 15 UK Sport. 2004. Good Governance Guide for National Governing Bodies. London: UK Sport.. Szymanski, S., and T. Hoehn. 1999. “The Americanization of European Football.” Economic Policy 28: 205–233. Yeh, C., and T. L. Taylor. 2008. “Issues of Governance in Sport Organisations: A Question of Board Size, Structure and Roles.” World Leisure Journal 50 (1): 33–45. Yeh, C., R. Hoye, and T. Taylor. 2011. “Board Roles and Strategic Orientation among Taiwanese Nonprofit Sport Organisations.” Managing Leisure 16: 287–301.",
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Stakeholder governance and Irish sport. / Hassan, David; O'Boyle, Ian.

In: Sport in Society, Vol. 20, 16.03.2016.

Research output: Contribution to journalArticle

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AU - Hassan, David

AU - O'Boyle, Ian

N1 - Reference text: Amara, M., I. Henry, J. Liang, and K. Uchiumi. 2005. “The Governance of Professional Soccer: Five Case Studies – Algeria, China, England, France and Japan.” European Journal of Sport Science 5: 189–206. Ansell, C., and A. Gash. 2008. “Collaborative Governance in Theory and Practice.” Journal of Public Administration Research and Theory 18: 543–571. ASC (Australian Sports Commission). 2013. Mandatory Sports Governance Principles. Canberra: Australian Sports Commission. Clarkson, M. 1995. “A Stakeholder Framework for Analysing and Evaluating Corporate Social Performance.” Academy of Management Review 20: 92–117. Cuskelly, G., and A. Boag. 2001. “Organisational Commitment as a Predictor of Committee Member Turnover among Volunteer Sport Administrators: Results of a Time-Lagged Study.” Sport Management Review 4: 65–86. Dickson, G., T. Arnold, and L. Chalip. 2005. “League Expansion and Interorganisational Power.” Sport Management Review 8: 145–165. Donaldson, L., and J. H. Davis. 1994. “Boards and Company Performance – Research Challenges the Conventional Wisdom.” Corporate Governance: An International Review 2 (3): 151–160. Donaldson, T., and L. Preston. 1995. “The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications.” Academy of Management Review 20: 65–92. Emerson, K., T. Nabatchi, and S. Balogh. 2012. “An Integrative Framework for Collaborative Governance.” Journal of Public Administration Research and Theory 22: 1–29. Downloaded by [David Hassan] at 10:20 18 March 2016 14 D. Hassan and I. O’Boyle Ferkins, L., and D. Shilbury. 2010. “Developing Board Strategic Capability in Sport Organisations: The National–Regional Governing Relationship.” Sport Management Review 13: 235–254. Ferkins, L., and D. Shilbury. 2012. “Good Boards Are Strategic: What Does That Mean for Sport Governance?” Journal of Sport Management 26: 67–80. Ferkins, L., D. Shilbury, and G. McDonald. 2009. “Board Involvement in Strategy: Advancing the Governance of Sport Organizations.” Journal of Sport Management 23: 245–277. Foreman, J. 2006. “Corporate Governance in the Australian Football League: A Critical Evaluation.” PhD diss., Victoria University, Melbourne, Australia. Freeman, R. E. 1984. Strategic Management: A Stakeholder Approach. Chicago, IL: Pitman Press. GAA. 2000. Strategic Review. Dublin: GAA. Gratton, C. 2000. “The Peculiar Economics of English Professional Football.” In The Future of Football: Challenges for the Twenty-first Century, edited by J. Garland, D. Malcolm, and M. Rowe, 45–63. London: Frank Cass. Gratton, C., and P. Taylor. 2000. The Economics of Sport and Recreation. London: E & FN Spon. Green, C., L. Chalip, and M. Bowers. 2013. “United States of America.” In Sport Governance: International Case Studies, edited by I. O’Boyle and T. Bradbury, 20–36. London: Routledge. Henry, I., and P. C. Lee. 2004. “Governance and Ethics in Sport.” In The Business of Sport Management, edited by J. Beech and S. Chadwick, 25–41. Essex: Pearson Education. Hoye, R., and G. Cuskelly. 2007. Sport Governance. Sydney: Elsevier. Hoye, R., and A. Doherty. 2011. “Nonprofit Sport Board Performance: A Review and Directions for Future Research.” Journal of Sport Management 25: 272–285. Inglis, S. 1997. “Roles of the Board in Amateur Sport Organizations.” Journal of Sport Management 11: 160–176. McGee, E. 2007. “GAA is Getting Rich Quick but What of Its Poor Relations.” Irish Independent Sep. (8): 60. McNamee, M. J. and S. Fleming. 2007. “Ethics Audits and Corporate Governance.” Journal of Business Ethics 73: 425–437. NFL. 2015. “Values.” http://www.nfl.com/careers/values. O’Boyle, I. 2012. “The Identification and Management of Fundamental Performance Dimensions in National Level Non-Profit Sport Management.” Unpublished doctoral diss., University of Ulster, Belfast, Ireland. O’Boyle, I., and T. Bradbury, eds. 2013. Sport Governance: International Case Studies. London: Routledge. O’Boyle, I., and D. Hassan. 2014. “Performance Management and Measurement in National-level Non-profit Sport Organisations.” European Sport Management Quarterly 14: 299–314. O’Boyle, I., and D. Hassan. 2016. “Board Composition in Federated Structures: A Case Study of the Gaelic Athletic Association.” World Leisure Journal, 51: 56–74. O’Boyle, I., and D. Shilbury. 2016. “Trust as an Antecedent to Collaborative Sport Governance.” Journal of Sport Management. Senaux, B. 2008. “A Stakeholder Approach to Football Club Governance.” International Journal of Sport Management and Marketing 4: 4–17. Shilbury, D. 2001. “Examining Board Member Roles, Functions and Influence: A Study of Victorian Sporting Organizations.” International Journal of Sport Management 2: 253–281. Shilbury, D., and L. Ferkins. 2011. “Professionalisation, Sport Governance and Strategic Capability.” Managing Leisure 16: 108–127. Shilbury, D., and L. Ferkins. 2014. “Exploring the Utility of Collaborative Governance in a National Sport Organization.” Journal of Sport Management, Advance Online Publication, 29 (4): 380–397. doi:10.1123/jsm.204-0139. Shilbury, D., L. Ferkins, and L. Smythe. 2013. “Sport Governance Encounters: Insights from Lived Experiences.” Sport Management Review 16: 349–363. Soares, J., A. Correia, and A. Rosado. 2010. “Political Factors in the Decision-making Process in Voluntary Sports Associations.” European Sport Management Quarterly 10: 5–29. SPARC. 2006. Nine Steps to Effective Governance: Building High Performing Organizations. 2nd ed. Wellington: SPARC. Sport in Society 15 UK Sport. 2004. Good Governance Guide for National Governing Bodies. London: UK Sport.. Szymanski, S., and T. Hoehn. 1999. “The Americanization of European Football.” Economic Policy 28: 205–233. Yeh, C., and T. L. Taylor. 2008. “Issues of Governance in Sport Organisations: A Question of Board Size, Structure and Roles.” World Leisure Journal 50 (1): 33–45. Yeh, C., R. Hoye, and T. Taylor. 2011. “Board Roles and Strategic Orientation among Taiwanese Nonprofit Sport Organisations.” Managing Leisure 16: 287–301.

PY - 2016/3/16

Y1 - 2016/3/16

N2 - Within global sport it appears the effective management of theinterdependency of national governing bodies, individual clubs and anetwork of stakeholder interests has never been more widely discussed.It points to a requirement for all sporting organizations to remainsensitive to what is an ever-growing dichotomy between sportingvolunteers and professional salaried staff, their competing interestsand objectives. It is by no means a straightforward undertaking andis particularly foregrounded in a sporting environment that attachessignificance to the preservation of an amateur ideal. As many sportsclubs are now faced with the challenge of offering an adequate forumthrough which to reflect the views of their grassroots members, whilstsimultaneously facilitating greater commercial interest in their affairs,the fundamental changes facing Ireland’s largest sporting body, theGaelic Athletic Association (GAA), offers cause for timely reflection.This article argues that only through the introduction of a meaningfulstakeholder model can the governance of an organization like theGAA, a social and cultural touchstone unmatched within Irish sportinglife, begin to respond to these mounting and competing agendas.

AB - Within global sport it appears the effective management of theinterdependency of national governing bodies, individual clubs and anetwork of stakeholder interests has never been more widely discussed.It points to a requirement for all sporting organizations to remainsensitive to what is an ever-growing dichotomy between sportingvolunteers and professional salaried staff, their competing interestsand objectives. It is by no means a straightforward undertaking andis particularly foregrounded in a sporting environment that attachessignificance to the preservation of an amateur ideal. As many sportsclubs are now faced with the challenge of offering an adequate forumthrough which to reflect the views of their grassroots members, whilstsimultaneously facilitating greater commercial interest in their affairs,the fundamental changes facing Ireland’s largest sporting body, theGaelic Athletic Association (GAA), offers cause for timely reflection.This article argues that only through the introduction of a meaningfulstakeholder model can the governance of an organization like theGAA, a social and cultural touchstone unmatched within Irish sportinglife, begin to respond to these mounting and competing agendas.

KW - Sport

KW - Governance

KW - GAA. Ireland

KW - Stakeholder

U2 - 10.1080/17430437.2016.1158474

DO - 10.1080/17430437.2016.1158474

M3 - Article

VL - 20

JO - Sport in Society

T2 - Sport in Society

JF - Sport in Society

SN - 1743-0437

ER -