Journal of Sport Management - Management Assignment Help

Assignment Task

Collaborative governance theory and practice has its origins in public administration and, more specifically, the need for government to work with multiple stakeholders to deliver major projects and services to communities (Ansell & Gash, 2008; Emerson, Nabatchi, & Balogh, 2012; Thomson & Perry, 2006). Thomson and Perry (2006) noted, in relation to American public administration, that the roots of collaboration are grounded in “competing political traditions: classic liberalism and civic republicanism” (p. 20). The authors contend that “Classic liberalism, with its emphasis on private interest, views collaboration as a process that aggregates private preferences into collective choices through self-interested bargaining” (p. 20). In other words, a variety of public and private organizations enter into agreements to achieve goals that further their organizational interests.

Collaborative Governance and Its Relevance to Sport Governance
Ansell and Gash (2008) defined collaborative governance theory as, “A governing arrangement where one or more public agencies directly engage non-state stakeholders
in a collective decision-making process that is formal, consensus-oriented, and deliberative and that aims to make or implement public policy or manage public programs or assets” (p. 544). Although not a public agency, BA ultimately has the mandate of engaging nonstate stakeholders (i.e., member associations) in collective decision-making processes that are delib- erative and consensus-oriented. Hence, collaborative governance has merit in terms of its application to the governance of sport organizations existing within a federal model.

Conclusions - Limited research has explored the role and application of collaborative governance in federal sport structures. As was argued earlier in this paper, there appears to be a logical application of this form of governance to the Australian sporting context and, indeed, in countries where a similar federal model exists. Through the use of action research, the overall purpose of this study was to enhance the governance capability of the BA Board. Thus, in addressing the first aim of the study, this paper identified what meanings the BA Board attached to the concept of governance capability. Table 1 summarized board responses around the four areas of people, monitoring role, strategic role and relationship with member states. Ultimately, the strategic role, driven by relationships with member states, became the focus for the action and intervention phase of the study.

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