This paper examines the decision-making role of Canadian national sport organization boards, identifies the processes used to facilitate decision making by these boards, and explores whether these elements differ between the various design archetypes that exist among these organizations. Forty-five semistructured interviews were conducted with board members and senior staff of 22 Canadian national sport organizations, and data were thematically analyzed. Findings indicate board members and senior staff focused on strategy as their primary role, along with control over other roles (e.g., providing advice and counsel or securing resources). Roles differed according to the organization’s design archetype. Our analysis showed clear differences between design archetypes in terms of how these the organizations used structural artifacts such as subcommittees to facilitate decision making, navigated decision rights between board members and paid staff, and adhered to the Carver policy governance model promoted for national sport organizations by Sport Canada.
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Decision-Making Processes Used by Canadian National Sport Organization Boards: Differences Between Design Archetypes
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Social Media in Sport: Theory and Practice
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Analogous Forecasting for Predicting Sport Innovation Diffusion: From Business Analytics to Natural Language Processing
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“Like Ships in the Night” and the Paradox of Distinctiveness for Sport Management: A Citation Network Analysis of Institutional Theory in Sport
Mathew Dowling, Jonathan Robertson, Marvin Washington, Becca Leopkey, Dana Lee Ellis, Andie Riches, and Lee Smith
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Privileging Practice in Sport Leadership: Applying Relational Reflexivity
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Leading Culture Change in Public Recreation
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Dead Spaces: Sport Venues and Police Stops in a Major League, Upper Midwestern City in the United States
Gidon S. Jakar and Kiernan O. Gordon
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