The purpose of this research was to examine the drivers and barriers of governance convergence in Indian sport. Governance convergence is defined as the adoption of four principles of good governance that are common in Western sport contexts—transparency, accountability, democracy, and social responsibility. To achieve the aim, a theoretical framework consisting of three interconnected levels—(a) the historically grown national institutional framework, (b) organizational field, and (c) organizational actors—was proposed, drawing primarily on institutional theory. A qualitative approach was used to empirically test the framework in the Indian sport context, where governance has been of key concern. The findings show that the framework is an effective tool for understanding the drivers and barriers of convergence with the defined principles of good governance. The development of this framework is important, given the link between the principles and positive organizational outcomes.
Joshua McLeod, David Shilbury and Géraldine Zeimers
Christopher M. McLeod, Haozhou Pu and Joshua I. Newman
During the 2008 Olympic Games, after years of environmental regulations, two months of short-term measures, and opportune weather, Beijing measured a record number of “blue sky days,” at the same time reassuring international athletes and journalists the air was safe for competition and Beijing residents. We use this case to understand how environmental objectives are achieved in sport. Using Bruno Latour’s object-oriented political ecology, we describe the events leading to, during, and after the Games. We argue environmental objectives are possible when environments are made public; this means environmental objects—such as skies and particulate matter—must be assembled and then articulated or, in other words, brought forward and made capable of speech.