ABSTRACT
An effective board is a critical determinant of a sport organisation’s performance, at grass roots, on the podium, on the balance sheet and in securing stakeholder confidence. This is the message communicated by government sport agencies to their national sport organisations (NSOs) in a range of “good governance” documents (e.g., Australian Institute of Sport (AIS), 2015; Australian Sports Commission (ASC), 2012; Sport Canada, 2011; Sport England & UK Sport, n.d.; Sport New Zealand (Sport NZ), n.d.(b), 2015). In academic circles, many authors support these industry assertions however there has been limited scholarly focus on verifying the relevant sport board performance factors, associated with sport industry guidelines, and their contributions to sport board and organisational performance (Hoye & Doherty, 2011; Parent & Hoye, 2018). This chapter therefore concentrates on board performance in overviewing the environmental and internal factors considered influential in the successful performance of a sport board. A review and critique of the Hoye and Doherty (2011) integrated board performance model (IBP) provides the basis for this overview, which is then expanded to capture contemporary work and to advance this model.
