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"The Routledge Handbook of Sport Governance is a comprehensive and authoritative survey of the wide range of issues shaping sport governance. It considers the evolution of the sport industry from a largely amateur, volunteer-driven sector into the globalised business that it is today and examines how professionalisation has fundamentally shifted the governance landscape for sport organisations and all those working within sport. Written by a team of leading sport management scholars from around the world, the book is organised around five key themes: Part I - Overview of sport governance Part II - environmental context and policy perspectives Part III - Ownership structures and governance models: Implications for sport governance Part IV - Board roles in the governance process Part V - Future sport governance challenges Each chapter reviews the most recent research available and, in some cases, presents new data to support previously published studies. As sport governance is a relatively young field, each chapter maps future research needs to provide direction for sport governance scholars. A special feature of the handbook is a series of nine shorter research chapters in Part IV examining board roles in the governance process, tying theory to the day-to-day practical aspects of running a sport organisation. With broader and deeper coverage of the key issues in contemporary sport governance than any other book, this handbook is essential reading for students, researchers and practitioners working in sport business and management"--

AbstractThis article shares specific leadership findings from the evaluative study of action research AR (ESAR). Few studies have examined the leadership dynamic within action research (AR), and fewer still across multiple projects. Leadership surfaced as a critical element in the ESAR as we sought to examine processes, outcomes and impacts of AR at a meta level. Evidence was collected from six AR case study projects via interviews, survey, goal attainment scaling and documentary analysis, followed by a survey issued to 195 projects internationally (174 responded), that is, all of the projects recruited and compiled in our 'Directory' at the beginning of the ESAR. The findings revealed that leadership was more collaborative than hierarchical though there was evidence that a single key person leading was pivotal to enhancing processes, outcomes and impacts of the AR projects. In this article, we offer new thinking about leadership elements that enhance AR as well as contribute to the growing conversation about shared, collective and relational approaches to leadership situated within AR systems.

Awareness of conducting action research (AR) with a systems thinking orientation is increasing. We consider such orientation to be a fundamental, grounding, feature of AR. However, little exploration has occurred of how evaluation activity within AR, using a tool such as Goal Attainment Scaling (GAS), might enhance this orientation. We offer an argument for utilizing GAS to not only broaden action and deepen the research in individual AR projects, but also, for learning more about AR at a meta‐level where there is the increased complexity when evaluating multiple AR projects in diverse contexts. As well as theorizing the concepts noted, an outline of the way the evaluative study of action research (ESAR) customized and deployed GAS for evaluation of AR at both individual and meta‐levels is provided. The paper is a unique contribution to the domains of AR, systems thinking and evaluation methods. Copyright © 2017 John Wiley & Sons, Ltd.

AbstractThis paper reports on an action research study to explore the underpinnings of outwardly unsupportive behaviour among health professionals in New Zealand after a critical event and to develop and evaluate a resource to help them recover through mutual care and support. It explores the dynamic nature of the support system, the feedback loops, nonlinearity, underpinning "rules," and associated behaviour. The tenets of complexity theory are applied to identify characteristics of the system, which, in turn, provide insight into ways of achieving change. The study demonstrates that these health professionals were behaving in ways which they thought were expected, rather than being "nice" to each other: behaviour that was driven by the inherent interrelatedness within an organization or system. This finding not only has significant outcomes for practice but also contributes to a deeper understanding of the emergent nature of complexity theory.