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Workshop: Governance of international and national sport organisations Chappelet, J.L. (2010). The autonomy of sport in Europe. Strasbourg : Council of Europe publishing. Henry, I. & Lee, P.C.(2004). Governance and Ethics in Sport. Institute of Sport and Leisure Policy, Loughborough University.In: Beech, J. & Chadwick, S. (2004) (Eds.). The Business of Sport Management. Pearson Education. International Olympic Committee.(2008). Basic universal principles of good governance of the Olympic and sport movement .Seminar on autonomy of Olympic and sport movement. Lausanne, Suisse. International Olympic Committee. (2011). The Olympic Charter. Lausanne, Suisse 248 Abstract book
Workshop: Governance of international and national sport organisations A contribution to good enough governance of European sports federations: from conceptualisation to deconstruction Author: Michaël Mrkonjic, PhD candidate Institution: Swiss Graduate School of Public Administration, University of Lausanne E-mail: Michael.mrkonjic@idheap.unil.ch “Good Governance” is widely promoted by European public authorities as a means for structural, processual and ethical transformation of international non-profit sports organisations (ISO) facing corruption or mis-management. The European Council and the European Olympic Committees (EOC) with the Fédération Internationale de l’Automobile (FIA) have provided a first set of principles, such as transparency, accountability or democracy, in 2000 and 2001 respectively. However, more than ten years later, European public authorities still ask ISOs to comply with such principles, when in parallel these are either creating special governance committees or their own principles. This sporting and political activism shows that there is not yet a consensus on the consolidation of such principles and even less on their application. To date, once ISOs and European public authorities have identified a problem in a given circumstance and a need to re-act, many uncertainties remain about the effective means for its resolution. It seems like the process starting with the definition towards the implementation of good governance has frozen at the first stage, and that a reflection on the implementation phase is still lacking. Three potential reasons may be addressed here. First, the complexity of the European sports system and its multiple chains of accountability between various stakeholders do not allow the implementation of universal principles. Second, many of the principles or lists of principles that are proposed are too ambitious. Third, there remains an inconsistency on the legal status of the principles. Accordingly, the author argues that ISOs need “good enough governance” (Grindle, 2004), a stance that can be seen as more realistic. On this basis, the question is by which means a European level sports organisation can achieve good enough governance? The author assumes that in order to provide a heuristic answer, it is necessary to adopt a methodological framework on the basis of four dimensions: 2. A solid theoretic basis for good enough governance 3. A reflexive deconstruction of the concept into attributes and measurable indicators 4. Defining a systematic process of monitoring The aim of this contribution is to load good enough governance with conceptual substance as well as deconstructed attributes and indicators. Fortunately good governance has been extensively conceptualized in nonprofit, corporate, and development studies. Different non- European countries such as Canada, Australia, South Africa and New Zealand have extracted the theoretical groundings of the first two to be applied to sports organisations. However, in both situations, scholars have identified several shortcomings, notably on the empirical value of the Carver policy governance model for non-profit organisations (Hoye & Cuskelly, 2003; Mowbray, 2012) and the potential inconsistencies between corporate and non-profit values, missions and strategies (Alexander & Weiner, 1998). The underlying premise is that democratic governance is a potential fertile soil for the deconstruction of concepts as well as identifying salient indicators of measurement, notwithstanding the recognition that international sports organisations have both, a public and a private dimension. They are for the vast majority of them non-profit associations under Swiss Law and some have features typically found in corporate boards and governments (Forster & Pope, 2004). This contribution is part of a wider project on good governance of ISOs. It will provide a theoretical grounding to be empirically tested on seven European sports federations that have their legal seat in Switzerland and five in Luxembourg. References Alexander J.A & Weiner B.J, 1998. The Adoption of the Corporate Governance Model by Nonprofit Organizations. Nonprofit Management & Leadership, 8 (3). pp. 223-242. Forster J. & Pope N.K.Ll., 2004. The Political Economy of Global Sporting Organisations. Routledge. London. Grindle M., 2004. Good Enough Governance: Poverty Reduction and Reform in Developing Countries, Governance: An International Journal of Policy, Administration and Institutions, 17, pp. 525-548. Hoye R. & Cuskelly G., 2003. Board-Executive Relationships within Voluntary Sport Organisations. Sport Management Review, 6, pp. 53-74. Mowbray D. (2012). The contingent and standards governance framework for national governing bodies. In: Robinson & al., eds. Routledge Handbook of Sport Management, Routledge, pp. 26-4 1. A consistent knowledge of the European sports system and the relations among its stakeholders www.easm2012.com 18-21 September 2012, Aalborg, Denmark 249
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The 20th EASM conference Sport betw
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Disclaimer: The organiser takes no
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Welcome Welcome from the President
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Scientific Committee EASM 2012 - Sc
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Scientific Committee Dr. James P Sa
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Youth Olympics Youth Olympics 12 Ab
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Youth Olympics Between institutiona
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Youth Olympics Stuck in structure -
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Youth Olympics McDonnell, I. / Al
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Leadership Issues in Sport Organisa
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Tourism and Leisure Sport Managemen
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Global Sporting Events FIFA World C
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Global Sporting Events Olympics and
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Global Sporting Events Leveraging t
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Sport fans Sport fans 52 Abstract b
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Sport fans Hill, B. & Green, B.C.
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Sport fans Predictors of team ident
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Marketing in and through Sport The
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Sport policy providing them an att
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Sport policy Swedish elite sport at
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Sport policy Elite sport success st
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Sport policy Effectiveness of sport
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Sport policy Is it Turkey’s turn
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Sport policy Comparative analysis o
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The governance in sport(s) The gove
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The governance in sport(s) www.a
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The governance in sport(s) Where ne
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The governance in sport(s) Limit on
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The governance in sport(s) The deve
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The governance in sport(s) Modernis
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The governance in sport(s) Examinin
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The governance in sport(s) Competen
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The governance in sport(s) Johnst
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The governance in sport(s) Porter,
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Volunteering in sport Challenges fo
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Volunteering in sport The significa
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Volunteering in sport Examining the
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Volunteering in sport Understanding
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Participation in sport. Strategies
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Operation and management of sports
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Sport, media and journalism Sport,
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Sport, media and journalism Sports
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Sport, media and journalism Social
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Other sport management related issu
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Workshop: The contribution of scien
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Workshop: Elite sport organisation
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Page 290 and 291: Poster presentations Scientific sup
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Poster presentations Evaluation of
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Poster presentations Volunteering i
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Poster presentations Lean thinking
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Poster presentations Corporate soci
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Poster presentations The legal orde
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Poster presentations Quaresma, L.
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Poster presentations Perceived foot
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Poster presentations I.R. Iran Wres
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Poster presentations Social respons
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Poster presentations Effects of the
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Poster presentations Light, R. (20
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Poster presentations The roles of p
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Index Index: Adams Andrew 99 Alay S
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Index Donnelly Paul 147 Downward Pa
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Index Kondrashin Alexander 317 Kön
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Index Phelps Sean 68 Phillips Alex
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Index Westerbeek Hans 21, 227, 230
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A strong voice in sport based on th
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Begivenhedernes centrum
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