Geoff Schoenberg, PhD

Group dynamics have been a founding and ongoing research area in sport governance. Group dynamics such as power patterns, cohesion, conflict, and shared leadership have each been shown to impact the work of the board. Yet, these investigations have been disjointed with each study focusing on specific types of group dynamics with limited consideration for the field as a whole. This chapter advocates for the development of a theoretically-derived typology of group dynamics in sport governance to… Show more

Group dynamics have been a founding and ongoing research area in sport governance. Group dynamics such as power patterns, cohesion, conflict, and shared leadership have each been shown to impact the work of the board. Yet, these investigations have been disjointed with each study focusing on specific types of group dynamics with limited consideration for the field as a whole. This chapter advocates for the development of a theoretically-derived typology of group dynamics in sport governance to help develop a unified field of research. A unified field of research would provide a framework for a research agenda which seeks to understand (a) how different group dynamics interact with each other, (b) the indirect effects of group dynamics, and (c) how group dynamics impact systemic governance. Show less

As sport organisations in Canada, New Zealand, and Australia receive significant funding from central agencies, it is worth examining how government policy can influence sport governance in these countries. We adopt both systemic and organisational governance views in analysing how sport and sport organisations have responded to government policy. We find that governments seek to influence the sport sector through the promotion of ‘integration’ or ‘whole-of-sport’ approaches. Additionally… Show more

As sport organisations in Canada, New Zealand, and Australia receive significant funding from central agencies, it is worth examining how government policy can influence sport governance in these countries. We adopt both systemic and organisational governance views in analysing how sport and sport organisations have responded to government policy. We find that governments seek to influence the sport sector through the promotion of ‘integration’ or ‘whole-of-sport’ approaches. Additionally, policies and programmes in these three countries demonstrate an increasing interest in the internal governance practices of sport organisations. Ultimately, we propose a research agenda to further investigate the relationships between governmental sport policy and sport governance. Show less

India’s sport sector is growing at an explosive rate. While cricket remains the giant of the sector, sports such as kabaddi, table tennis, hockey, shooting, and football have demonstrated that India is not simply a one-sport country. Despite the growth in the sector, there continues to be concerns about Indian sport governance across four themes: roles and responsibilities, professionalisation, management and governance, and transparency and accountability. This policy brief recommends that… Show more

India’s sport sector is growing at an explosive rate. While cricket remains the giant of the sector, sports such as kabaddi, table tennis, hockey, shooting, and football have demonstrated that India is not simply a one-sport country. Despite the growth in the sector, there continues to be concerns about Indian sport governance across four themes: roles and responsibilities, professionalisation, management and governance, and transparency and accountability. This policy brief recommends that Indian policy-makers can improve sport governance by:

* Defining the roles and responsibilities of the different actors in the Indian sport sector
* Supporting the professionalisation of the administration of Indian sport organisations
* Developing educational resources to help differentiate governance and management
* Enforcing requirements for transparency and accountability Show less

The hiring and firing of professional sport team coach-es and leaders is a commonplace occurrence (Bridgewater, 2010; Hughes et al., 2010; Maxcy, 2013) that attracts abnormal levels of media and fan interest. Less than 5% of coaches across the four major US professional leagues have tenures longer than a decade while less than ten percent of English Football league coaches have a tenure longer than four years. Although on-field performance is usually the key reason for changing coaches, the… Show more

The hiring and firing of professional sport team coach-es and leaders is a commonplace occurrence (Bridgewater, 2010; Hughes et al., 2010; Maxcy, 2013) that attracts abnormal levels of media and fan interest. Less than 5% of coaches across the four major US professional leagues have tenures longer than a decade while less than ten percent of English Football league coaches have a tenure longer than four years. Although on-field performance is usually the key reason for changing coaches, the demands of modern coaching now extend beyond winning games, meaning the impact of the change may be felt across many areas for the organization. Show less

A systematic quantitative literature review was used to identify the relationship between board intragroup dynamics and both board and organisational performance. The identification of a range of relationships suggest that the role of intragroup dynamics requires increased recognition in nonprofit governance models. The systematic quantitative literature review process was demonstrated to be an effective tool for reviewing a research area.