title: Board Performance of Australian Voluntary Sport Organisations
Creators: name: Hoye, Russell
Publisher: name: Griffith University
Year: 2002
Subjects: subject: governance
subject: board performance
subject: voluntary sport organisations

description: The governance of Australian nonprofit voluntary sport organisations (VSOs) was once almost the exclusive domain of volunteers. However, changes in government policy and funding levels in recent years has led to the introduction of professional staff in these organisations. Rapid changes to the political, social and economic environment have created new complexities with which VSOs and their governing boards must grapple. Boards act as the main decision making body for these organisations, and as such have a significant impact on the governance of these organisations, and therefore their ability to deliver services. While the process of professionalisation within VSOs has been well documented, very little research has examined factors that may influence the ability of the boards of VSOs to perform effectively. The fields of nonprofit governance and sport management provided a theoretical and conceptual framework for the investigation of the board performance of VSOs. Two broad themes concerning research into board performance were identified in the nonprofit literature; the structural characteristics of the board, and board-executive relations. These two themes have also been addressed to a limited extent within the sport management literature, but not in relation to board performance. The purpose of this study was to investigate the relationship between board performance, board structures and board-executive relations in Australian VSOs. The study investigated the differences in board structure between effective and ineffective boards, and the relationship between board performance and various elements of board structure, specifically complexity, formalisation and centralisation. The differences in the nature of board-executive relations between effective and ineffective boards, and the relationship of board performance to board-executive relations were also investigated. The sampling frame for the study was state governing bodies of sport in the state of Victoria, Australia. Seven case organisations were identified by a panel of experts; four exhibiting effective board performance and three exhibiting ineffective board performance. Data were collected through structured interviews with executives, from an examination of board documents, from a self-administered questionnaire of executives, board chairs and board members, and through semi-structured interviews with executives, board chairs and board members. Data were collected on board performance, the complexity, formalisation and centralisation of the boards, power patterns within the boards, and the nature of board-executive relations. Data analysis involved both quantitative and qualitative techniques. It was concluded that effective board performance was related to a higher level of board centralisation and associated with a higher level of board formalisation. Board performance was not related to board complexity. Board power patterns that were perceived to be powerless or fragmented were related to lower levels of board performance. Elements of the board-executive relationship that were related to effective board performance were identified as establishing trust between the board and executive, the control of information by the executive, shared board leadership and the responsibility for board performance. Importantly, the study identified the central role executives have in determining the ability of VSO boards to perform effectively. The study contributed to the body of knowledge concerning the governance of VSOs, specifically the measurement of board performance, and the investigation of its relationship with board structure and board-executive relations. A number of questions were advanced for the development of theory and empirical investigation through further research. The study also extended what is known about the models of nonprofit governance and their utility in explaining the workings of VSO boards. The findings of this study suggest that there is a need to adapt such models to the organisational context of member-based organisations such as VSOs