A model for improving board performance: the case of a national sport organisation

The transition of many sport organisations from being predominantly volunteer-administered and anchored in an amateur ethos to profossionally managed entities has created unique challenges for the governance of sport. This paper provides a contribution to the governance literature through the presentation of a situational case where a four-stage model drawn from an action research approach, has been used for developing a boards strategic capability and subsequent improvement in organisational peiformance. Action research is founded on the premise that change and research are not mutually exclusive and that dual foci on irnproving practice and developing theory are possible (Coghlan & Brannick, 2001). Utilising a national sport organisation (NSO) in New Zealand the study developed and tested a structured model for improving board fimctioning and, specifically, strategic contribution. While the case to which the model has been applied is an NS 0, the model and the subsequent reflections have value for non-profit as well as commercial entities particularly with regard to a greater understanding of the mechanisms associated with balancing the petformance and conformance roles of the board.