The Sports Business in The Pacific Rim

Abstract

This chapter discusses how generic governance models may influence sporting organisations in Australia to improve their prospects for utility and sustain- ability. It draws on a research study that focused on the sports of bowls, hockey and swimming which examined how governance, and management structures and practices affected a sport’s capacities in revenue generation and sustainability.1 The results of the study are considered within the context of two broad questions on sport governance: 1. Is sport a ‘special case’ in terms of governance in comparison to the broader business sector (including not-for-profit)? 2. Are there specific models of governance that seem to have more influence in Australian non-profit sports organisations? The conclusion is that the answer is no to question 1, although sport does have particular special characteristics (some of which may apply to other sectors), and a qualified yes to question 2. This chapter considers the extent to which three generic governance models: traditional model (TM), policy governance model (PGM) and executive led model (ELM) apply to each of the three sports