CEO succession in sporting organisations : A network perspective
- Publication Type:
- Thesis
- Issue Date:
- 2024
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This thesis investigates the social networks of chief executive officers (CEOs) of Australian national sport organisations (NSOs) in the context of succession. In doing so, the importance of CEOs’ networks to their appointment is assessed. Further, the specific aspects of CEOs’ networks which they view as being advantageous to their selection are identified. In light of the well-established lack of diversity in leadership positions in sport, comparisons are made between the networks of male and female CEOs.
Thirteen CEOs participated in this research (four female, nine male) from eleven NSOs (four professional sport NSOs and seven Olympic sport NSOs). Data was collected using social network surveys and semi-structured interviews. Findings reveal that in the context of succession, CEOs perceive networks and networking to be important. An effective network enables access to valuable resources, which might not otherwise be available. In the context of succession, networks also provide access to succession opportunities and facilitate contact (and later trust) between potential successors and key decision-makers. CEOs consider it advantageous to be embedded in relevant social networks at the time of their appointment. While insider successors have the advantage of existing networks within the NSO and their member organisations, outsider successors view their wider networks amongst related stakeholders as beneficial to their candidature. Networking impacts career progression through mentorship, sponsorship, and the provision of wise counsel when needed. Notably, the research found major differences in CEO networks are by gender, insider / outsider status, and type of NSO (professional or Olympic sport) they lead.
This study makes an important and unique contribution to knowledge by examining CEO personal networks, which extends the work of others who have previously linked social networks to CEO succession and selection. Further, this research builds on sport management literature by adding to the small body of work examining executive succession and answering calls to empirically connect social networks to career progression. By identifying differences in the networks and networking experiences of CEOs based on gender, this study adds to the sport management literature which has previously shown females are disadvantaged in these areas and builds on the work of management scholars who have noted differences between males and females.
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