ABSTRACT
Governing sport organisations in the current global climate is fraught with many challenges, including the need to manage a complex and diverse set of stakeholders. Whether voluntarily or reluctantly embraced, organisations are linked with other organisations, institutions, clients and publics (Carroll, 1999; Mainardes, Alves & Raposo, 2011). Their association with a focal organisation, whether through financial, legal, material or intellectual means (Knoke & Yang, 2008), creates relevance for these actors, each of whom bear intrinsic value to the focal organisation (Phillips, 2003).
