How can governance design options be developed for new and emerging sports. The case of Stand Up Paddling in New Zealand.
Date
2018-11Citation:
Meiklejohn, T., Ferkins, L., & O'Boyle, I. (2018, November). How can governance design options be developed for new and emerging sports. The case of Stand Up Paddling in New Zealand. Paper presented at the Sport Management Association of Australia and New Zealand, Adelaide, Australia.Permanent link to Research Bank record:
https://hdl.handle.net/10652/4461Abstract
The academic impetus for this research
Kellet and Russell (2009) assert there is dearth of understanding as to how new and emerging sports are structured and governed compared to traditional sports.
Lifestyle sports such as skateboarding are fragmented, lack formal structures and contain overlapping roles of suppliers, participants and program developers (Kellet & Russell, 2009).
Triathlon contains TPOs such as event managers who have ‘infiltrated the sport’ taking on roles normally assumed by the NSO to the point of rendering the NSO irrelevant (Phillips & Newland, 2014).
Cornforth (2012) asserts that the once linear boundaries between private, public and not for profit sectors are becoming become increasingly blurred.
Governance research “has not adequately kept up with the changing context in which many non-profit organisations operate…” (p. 2).