Board governance and strategic orientation in nonprofit sport organisations with a dual board system

Yeh, CM

Board governance and strategic orientation in nonprofit sport organisations with a dual board system

Yeh, CM

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Publication Type:: Thesis
Issue Date:: 2008

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Field	Value	Language
dc.contributor.author	Yeh, CM
dc.date.accessioned	2014-11-23T21:08:27Z
dc.date.available	2014-11-23T21:08:27Z
dc.date.issued	2008
dc.identifier.uri	http://hdl.handle.net/10453/30244
dc.description	University of Technology, Sydney. Faculty of Business.	en_US
dc.description.abstract	Miles and Snow's (1978) model which incorporates four strategic types (defender, prospector, analyser, and reactor) was employed to examine the relationship between governance and strategic management. It was found that board gender, age, tenure, educational level, size and independence were not related to strategic orientations. Strategic orientations could only differentiate directors and supervisors by occupations. In addition, strategic orientations could be distinguished by directors' roles associated with 'Manage Vision & Purpose', 'Board Duty', 'Stakeholder Focus', and by supervisors' roles related to 'Monitoring Results' and 'Board Duty & Process'. Board members generally had sport knowledge and were coaches, referees, retired players, local representatives, physical educators, lecturers/profes~ors in sport-related subjects and sport lovers. Directors with little sport knowledge were on the board to be resource providers, head members or bring business skills to the board. Business people or politicians were generally usually elected as the chair because of their substantial financial resources or influential powerbase. A large board was able to bring resources and provide various advice to nonprofit sport organisations. However, conflicts between board members and difficulties in arranging board member meetings were drawbacks of a large board. BoS roles could be compromised when supervisors had close relationships with directors, when supervisors were recommended by the chair/general secretary, or when funds were personally provided by the chair. There wa~ a consensus that the dual board system was generally viewed as a good system because board members who distribute and use funds were kept at arms length from supervisors. This research contributes to the body of knowledge concerning the director/ supervisor governance of nonprofit sport organisations. Specifically, it articulates the identification of board roles, and the examination of the relationship between director/supervisor governance and strategic orientation. Directors and supervisors' roles can be viewed in the context of agency theory, resource dependency theory, institutional theory, stewardship theory, managerial hegemony theory, and stakeholder theory. To survive in a competitive environment, nonprofit sport organisations with a dual board system need to consider appropriate strategic governance in which the board of directors governs the organisation by providing strategic leadership and the board of supervisors monitors the governance performance of the board of directors.	en_US
dc.format	Thesis (PhD)	en_US
dc.language.iso	en	en_US
dc.relation	https://opus.lib.uts.edu.au/bitstream/10453/30244/9/02Whole.pdf
dc.rights	info:eu-repo/semantics/openAccess
dc.rights	au.edu.uts.lib/ppc
dc.rights	The author owns the copyright in this thesis including all reproduction and reuse rights for the work. The work may not be altered without the permission of the copyright owner. Attribution is essential when quoting or paraphrasing from this thesis.
dc.rights	© 2008 Chien Mu Yeh
dc.subject	Sports administration.\|	en
dc.subject	Corporate governance.	en
dc.subject	Taiwan.	en
dc.title	Board governance and strategic orientation in nonprofit sport organisations with a dual board system	en_US
dc.type	Thesis
utslib.copyright.status	open_access

Abstract:

Miles and Snow's (1978) model which incorporates four strategic types (defender, prospector, analyser, and reactor) was employed to examine the relationship between governance and strategic management. It was found that board gender, age, tenure, educational level, size and independence were not related to strategic orientations. Strategic orientations could only differentiate directors and supervisors by occupations. In addition, strategic orientations could be distinguished by directors' roles associated with 'Manage Vision & Purpose', 'Board Duty', 'Stakeholder Focus', and by supervisors' roles related to 'Monitoring Results' and 'Board Duty & Process'. Board members generally had sport knowledge and were coaches, referees, retired players, local representatives, physical educators, lecturers/profes~ors in sport-related subjects and sport lovers. Directors with little sport knowledge were on the board to be resource providers, head members or bring business skills to the board. Business people or politicians were generally usually elected as the chair because of their substantial financial resources or influential powerbase. A large board was able to bring resources and provide various advice to nonprofit sport organisations. However, conflicts between board members and difficulties in arranging board member meetings were drawbacks of a large board. BoS roles could be compromised when supervisors had close relationships with directors, when supervisors were recommended by the chair/general secretary, or when funds were personally provided by the chair. There wa~ a consensus that the dual board system was generally viewed as a good system because board members who distribute and use funds were kept at arms length from supervisors. This research contributes to the body of knowledge concerning the director/ supervisor governance of nonprofit sport organisations. Specifically, it articulates the identification of board roles, and the examination of the relationship between director/supervisor governance and strategic orientation. Directors and supervisors' roles can be viewed in the context of agency theory, resource dependency theory, institutional theory, stewardship theory, managerial hegemony theory, and stakeholder theory. To survive in a competitive environment, nonprofit sport organisations with a dual board system need to consider appropriate strategic governance in which the board of directors governs the organisation by providing strategic leadership and the board of supervisors monitors the governance performance of the board of directors.

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