Routledge Handbook of Sport Governance

The Routledge Handbook of Sport Governance is a comprehensive and authoritative survey of the wide range of issues shaping sport governance. It considers the evolution of the sport industry from a largely amateur, volunteer-driven sector into the globalised business that it is today and examines how professionalisation has fundamentally shifted the governance landscape for sport organisations and all those working within sport.
Written by a team of leading sport management scholars from around the world, the book is organised around five key themes:
Part I: Overview of sport governance
Part II: Environmental context and policy perspectives
Part III: Ownership structures and governance models: Implications for sport governance
Part IV: Board roles in the governance process
Part V: Future sport governance challenges
Each chapter reviews the most recent research available and, in some cases, presents new data to support previously published studies. As sport governance is a relatively young field, each chapter maps future research needs to provide direction for sport governance scholars. A special feature of the handbook is a series of nine shorter research chapters in Part IV examining board roles in the governance process, tying theory to the day-to-day practical aspects of running a sport organisation.
With broader and deeper coverage of the key issues in contemporary sport governance than any other book, this handbook is essential reading for students, researchers and practitioners in sport business and management.

David Shilbury is Foundation Professor of Sport Management and Director of the Deakin Sport Network and the Centre for Sport Research at Deakin University, Australia. He is non-executive Director of Golf Victoria and a NASSM Research Fellow, as well as being a recipient of the Dr Earle F. Zeigler award in 2011. He was the Foundation President of the Sport Management Association of Australia & New Zealand (SMAANZ) from 1995 to 2001 and was the inaugural SMAANZ Distinguished Service award recipient in 2009. He is former Editor of the Journal of Sport Management and Sport Management Review and his research expertise is in sport governance and strategy. Lesley Ferkins is Professor of Sport Leadership and Governance at Auckland University of Technology (AUT), New Zealand and Director of the AUT Sports Performance Research Institute New Zealand (SPRINZ). As an action researcher, Lesley has worked closely with boards of national and regional sport organisations in NZ and Australia to develop governance and leadership capability. Lesley is Associate Editor of Sport Management Review and sits on the editorial board of the Journal of Sport Management. She is also Independent Director for Tennis New Zealand.

Part I: Overview of Sport Governance, 1. An Overview of Sport Governance Scholarship, 2. Theoretical Underpinnings of Sport Governance, Part II: Environmental Context and Policy Perspectives, 3. Legal and Regulatory Aspects of Sport Governance, 4. Sport Policy Systems and Good Governance: Insights from Europe, 5. Government Policy and Sport Governance: Australia, New Zealand and Canada, 6. Government Policy and Principles of Good Governance in Latin America, 7. Sport Systems, National Sport Organisations and the Governance of Sport Codes, 8. The Role of Non-traditional Sport Structures in Systemic Sport Governance, Part III: Ownership Structures and Governance Models: Implications for Sport Governance, 9. Professional Team Ownership Models in North America, 10. Ownership and Governance in Men's Professional Football in Europe, 11. Professional Team Ownership Models in Australia, New Zealand and South Africa, 12. Professional Team Ownership Models in Japan, South Korea and China, 13. Governance of International Sports Federations, 14. Governance of Intercollegiate Athletics, 15. Sport Event Governance Models, Part IV: Board Roles in the Governance Process, 16. Role of the Board and Directors: Board Structure and Composition, 17. Professionalisation of Sport Governance: Volunteer Director Motivations, 18. The Inter-connected Roles of the Chair, 19. Intragroup Board Dynamics, 20. Strategy and the Strategic Function of Sport Boards, 21. Integrating Regional Entities: Unitary and Collaborative Governance, 22. Managing Stakeholders, 23. Sport Board Performance: A Contribution to the Integrated Board Performance Model, 24. Director Selection, Development, and Evaluation, Part V: Future Sport Governance Challenges, 25. Leadership in Governance: The Potential of Collective Board Leadership, 26. Gender and Diversity in Sport Governance, 27. The Social Responsibilities of Sport Governing Bodies and the Role of Sport Governance, 28. Sport Integrity Systems: A Proposed Framework, 29. Sport Governance: A Point in Time for Reflection