Health professionals require support and recognition to help manage the well-known impact of critical or sentinel events relating to patient care. The potential distress can be magnified or mitigated ...by the response of the organization and colleagues. However, strategies that are accessible, relevant, and effective in the aftermath of a poor outcome are not well established. Using an action research methodology, a support tool was collaboratively designed, developed, and evaluated in a maternity service of one organization and adapted to the mental health and addiction service in another. Four principles that are intrinsic to the establishment of support tools became apparent across the two settings. Through applying these criteria to the customization of the support tool, it became relevant within the new service setting, and an implementation guide for other organizations was created. Although undertaken pre-pandemic, insights derived from this study may benefit post-pandemic situations where the need for health professional support is even greater.
The director selection processes of nonprofit national sport organizations underpin board composition and hence board and organizational performance. In the New Zealand context, this study verifies ...the emergence of nomination committees (NCs) and critically examines, from a democratic theory perspective, the extent to which democratic legitimacy is promoted within the NC structures of national sport organizations’ director selection processes. An analysis of national sport organization (NSO) constitutions affirms the NC emergence as a governance phenomenon and results in the development of an NC (constitutional powers-based) classification system. This NC classification contributes to a largely unexamined area of nonprofit sport governance by providing a foundational description of NC structural design features then used to reflect on the extent to which the identified design features may serve to protect member voice (community logic) in the face of increasing pressures on NSOs to adopt professionalized governance structures (corporate logic). A holistic system objectives approach to democratic theory is used to better understand how NC structural design may support such member voice. In this way, the article offers both scholars and practitioners an insight into a range of NC strategic design choices and potential implications for democratic legitimacy. KCI Citation Count: 0
•We embark on theory development to explain notions of board strategic capability.•We identify the relationship between influencing factors.•We derived six distinct and central factors of board ...strategic capability.•We propose a theory of board strategic balance that explains these influences.•Notions of creating and maintaining equilibrium in roles/functions are highlighted.
Despite the important role governing boards play in organisational life our understanding of their strategic function is limited. This paper embarks on theory development to explain the notion of board strategic capability and to identify the factors and their relationships influencing strategic capability of sport boards. This little-used construct, we argue, can guide future governance research. In reflecting on the extant literature from the nonprofit, for-profit and sport governance domains, we derived six distinct and central factors of board strategic capability: increasing contribution of volunteer board members (‘will and skill’); board operational knowledge; board integrating regional entities into the governing role; board maintaining the monitoring and control function; board co-leading strategy development; and board co-leading integration of strategy into board processes. In considering the relationships between these six factors, we propose a theory of ‘board strategic balance’ that explains these influences in a holistic model. We conclude that the theory of board strategic capability is encapsulated by understanding how creating and maintaining equilibrium in these roles and functions is managed by sport boards.
The purpose of this article is to add to the conceptual discussion on eSport, analyze the role of eSport within sport management, and suggest avenues for future eSport research. The authors suggest ...that debates surround the degree to which eSport represents formal sport, and disagreements likely stem from conceptualizations of sport and context. Irrespective of one’s notion of eSport as formal sport, the authors suggest the topic has a place in sport management scholarship and discourse. Such a position is consistent with the broad view of sport adopted by Sport Management Review, the perspective that eSport represents a form of sportification, and the association among eSport and various outcomes, including physical and psychological health, social well-being, sport consumption outcomes, and diversity and inclusion. Finally, the authors conclude that eSport scholarship can advance through the study of its governance, marketing, and management as well as by theorizing about eSport.
It is well established that the strategic function is a central role of the non-profit sport board. Little is known, however, about board strategic capability in any context. This study investigated ...how boards of national sport organisations might develop their strategic capability. “Interpretive” action research focusing on the case of Tennis New Zealand (TNZ) found that the board's strategic role is significantly impacted by its inter-organisational relationships. In particular, the board's ability to enact its strategic priorities could be enhanced by creating a more collaborative partnership with its regional entities and engaging in a power-sharing approach that seeks to develop regional capability.
This study explored sport governance practice from the lived experience of one informant spanning a 30-year period in the governance of two sport organisations (basketball and cricket). Hermeneutic ...phenomenology, the methodological framework used for this study, seeks to grasp the everyday world, and draw insight and meaning from it. The method involves a series of in-depth interviews with one research participant, supplemented by document analysis. Interviews were analysed using an interpretative process which blended the world views of both the participant and researchers. The participant lived through an era of increasing professionalisation within sport. His narrative, which tapped into his governance expertise at state, national and international levels, provides insights into the transition from an amateur to a commercial culture, referred to in this paper as ‘two worlds colliding’. From this narrative, three related themes were identified and labelled, ‘volunteer and cultural encounters’; ‘structural encounters’; and ‘adversarial encounters’. In drawing on hermeneutic philosophy, and highlighting that which has been hidden from view, direction for future research and practice within the sport governance domain is offered. These directions invite scholars to think about future sport governance research as it relates to federated structures and how collaborative governance theory can sharpen the focus in this domain.
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