ABSTRACT
In this chapter, the authors argue that board strategic capability is the ability of the board to function strategically, and recognises the development potential of the board to think and act in a strategic manner. They provide the development of theory that focus on the board's strategic role as an important building block in the aspiration. The authors identify a set of concepts as well as the relationships among them as factors influencing board strategic capability within their chosen setting, in board strategic balance. E. V. Burrows has potentially demonstrated how a conceptual framework borne from one context can be introduced into other settings in order to enrich the theorising process. Future organisational plans aim to expand governance capabilities and practices throughout the sport, with the long-term aim of implementing a standardised set of good governance principles at all levels of the sport.
