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Joshua McLeod, David Shilbury and Géraldine Zeimers

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.

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Ian O’Boyle, David Shilbury and Lesley Ferkins

.P. , Ryan , W.P. , & Taylor , B.E. ( 2005 ). Governance as leadership: Reframing the work of nonprofit boards . Hoboken, NJ : John Wiley &Sons . Chelladurai , P. ( 1980 ). Leadership in sport organizations . Canadian Journal of Applied Sport Sciences, 5 , 226 – 231 . Chelladurai , P. ( 1990

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Nick Takos, Duncan Murray and Ian O’Boyle

of a broader research agenda that centers on sport governance issues within nonprofit boards, the line of questioning was initially open ended to encourage a broad range of feedback from the participant. Subsequently, follow-up questions were asked as the interview progressed to further explore