Sport governance scholarship has a short history. The first sport governance-related manuscript published in the Journal of Sport Management was in 1996, some nine years after the establishment of this journal in 1987. This article, by Kuga (see Table 1.4), focused on the governance of intercollegiate athletics and the perceptions of faculty as key stakeholders. Interestingly, this is the only sport governance article published in the three leading sport management journals concentrated on the sports system in the USA. Sport Management Review published its first sport governance paper in 2003, five years after its inception in 1998, and the European Sport Management Quarterly published its first sport governance manuscript in 2003, two years after its commencement in 2001. Hoye and Cuskelly co-authored both articles, with the first published in Sport Management Review examining professionalisation of governance systems, board–executive relations and the role of the board (see Table 1.1). The second article, published in European Sport Management Quarterly, investigated board dynamics and specifically board power and performance in voluntary sport organisations (see Table 1.2). These two articles provide an insight to the general trend of articles published in the three leading journals, most of which tackle governance in sport systems formerly grounded in amateur and voluntary delivery systems. Quadrant 1 – Defining governance roles and responsibilities No Manuscripts Themes 1 Parent, M. M., Naraine, M. L., & Hoye, R. (2018). New era for governance structures and processes in Canadian national sport organizations. JSM, 32(6), 555–566. Design archetypes/Government policy/ Professionalisation 2 Walters, G., & Tacon, R. (2018). The ‘codification’ of governance in the non-profit sport sector in the UK. ESMQ, 18(4), 482–500. Codification of governance functions/Board roles 3 Adriaanse, J., & Schofield, T. (2014). The impact of gender quotas on gender equality in sport governance. JSM, 28(5), 485–497. Board structure/Roles 4 Shilbury, D., & Ferkins, L. (2013). Sport governance encounters: Insights from lived experiences. SMR, 16(3), 349–363. Leisure/Professionalisation/Role of the board 5 Dimitropoulos, P. (2011). Corporate governance and earnings management in the European football industry. ESMQ, 11(5), 495–523. Board structure 6 Enjolras, B., & Waldahl, R. H. (2010). Democratic governance and oligarchy in voluntary sport organizations: The case of the Norwegian Olympic Committee and confederation of sports. ESMQ, 10(2), 215–239. Board structure/Roles 7 Yeh, C. M., Taylor, T., & Hoye, R. (2009). Board roles in organisations with a dual board system: Empirical evidence from Taiwanese non-profit sport organisations. SMR, 12(2), 91–100. Role of the board 8 de Barros, C., Barros, C., & Correia, A. (2007). Governance in sports clubs: Evidence for the Island of Madeira. ESMQ, 7(2), 123–139. Role of chair/CEO 9 Schulz, J., & Auld, C. (2006). Perceptions of role ambiguity by chairpersons and executive directors in Queensland sporting organisations. SMR, 9(2), 183–201. Leisure/Professionalisation/ Role of chair 10 Hoye, R., & Cuskelly, G. (2003). Board–executive relationships within voluntary sport organisations. SMR, 6(2), 53–73. Leisure/Professionalisation/ Role of the board 11 Kikulis, L. (2000). Continuity and change in governance and decision making in national sport organisations: Institutional explanations. JSM, 14(4), 293–320. Leisure/Professionalisation/ Roles 12 Cuskelly, G., McIntyre, N., & Boag, A. (1998). A longitudinal study of the development of organizational commitment amongst volunteer sport administrators. JSM, 12(3), 181–202. Leisure/Professionalisation/ Volunteer director motivation 13 Auld, C., & Godbey, G. (1998). Influence in Canadian national sport organisations: Perceptions of professionals and volunteers. JSM, 12(1), 20–38. Leisure/Professionalisation/Roles/ Volunteer director motivations 14 Inglis, S. (1997). Roles of the board in amateur sport organizations. JSM, 1(2), 160–176. Leisure/Professionalisation/ Roles Quadrant 2 – Improving board processes No Manuscripts Themes 1 Ferkins, L. Shilbury, D., & O’Boyle, I. (2018). Leadership in governance: Exploring collective board leadership in sport governance systems, SMR, 21(3), 221–231. Board dynamics 2 Takos, N., Murray, D., & O’Boyle, I. (2018). Authentic leadership in non-profit sport organization boards. JSM, 32(2), 109–122. Board dynamics 3 Adriaanse, J., & Schofield, T. (2013). Analysing gender dynamics in sport governance: A new regimes-based approach. SMR, 6(4), 498–513. Board dynamics/Gender 4 Sibson, R. (2010). “I was banging my head against the wall”: Exclusionary power and the gendering of sport organizations. JSM, 24(4), 379–399. Board dynamics 5 Hamm-Kerwin, S., & Doherty, A. (2010). Intragroup conflict in non-profit sport boards. JSM, 24(3), 245–271. Board dynamics 6 Hoye, R. (2007). Commitment, involvement and performance of voluntary sport organization board members. ESMQ, 7(1), 109–121. Board dynamics 7 Doherty, A., Patterson, M., & Van Bussel, M. (2004). What do we expect? An examination of perceived committee norms in non-profit sport organisations. SMR, 7(2), 109–132. Board dynamics 8 Doherty, A. J., & Carron, A.V. (2003). Cohesion in volunteer sport executive committees. JSM, 17(2), 116–141. Board dynamics 9 Hoye, R., & Cuskelly, G. (2003). Board power and performance within voluntary sport organisations. ESMQ, 3(2), 103–119. Board dynamics