ABSTRACT
This chapter focuses on the board’s role in strategy, situated within the context of sport governance. While the practice of governing sport is two centuries old, a focused approach to understanding the board’s role in strategy is a recent endeavour. The context represents an early scholarly emphasis, largely from the for-profit governance literature, on the board’s compliance and monitoring role, including holding the chief executive officer to account. The notion that the board’s contribution to strategy is a central component of the board’s role, which, in turn, contributes to board and organisation effectiveness, was a link made by several scholars with a focus on the nonprofit context. Discerning the respective roles and responsibilities of the board versus top management is a key question for governance practice and scholarship. The conclusion points towards future research directions and urges scholars to continue a focus on this key element of sport governance.
