ABSTRACT
This chapter focuses on board performance in overviewing the environmental and internal factors considered influential in the successful performance of a sport board. An effective board is a critical determinant of a sport organisation’s performance, at grass roots, on the podium, on the balance sheet and in securing stakeholder confidence. The intellectual capital approach of Nicholson and Kiel provided “a model of board effectiveness that uses the construct of board intellectual capital to integrate the predominant theories of corporate governance”. Justification for these contributions is drawn from the preceding overview of the integrated board performance model foundation models supported by associated literature from both academia and industry. The elusive nature of board performance assessment and verification of causal relationships, between factors and with overall organisational performance, is recognised in the aforementioned foundation models. In the delivery of professional sport competitions and team franchises, with their coopetition dimension, unusual challenges also arise.
