The work of the board in the non-profit sporting context has
received little attention from academics, yet is widely recognized
as a central "management" issue for sport organizations. In
particular, the strategic role of the board, while recognized as a
key function, is a fuzzy concept for many. In order to learn more
about this aspect of sport management, the research investigated
how boards of national sport organizations (NSOs) could develop
their strategic capability. This work considered what meaning board
members of NSOs attach to the concept of "strategic capability";
what factors both constrain and enable the strategic capability of
NSO boards; what actions can be taken to develop the strategic
capability of NSO boards; and what are the implications of such
action. By engaging an action research approach, unique to this
field of study, this research not only developed theory but also
created change within the selected organizations in order to gain a
deeper understanding of board strategic capability.
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