ABSTRACT
Milena Parent, Russell Hoye, Marijke Taks, Michael L. Naraine, and Benoît Séguin challenge the tendency to present a one-size-fits-all approach in good governance codifications, arguing that there is no one ideal type of good governance for all sport organisations. Through a case study of Canadian national sport organisations, they build the case for an empirical approach to determining key governance guidelines/indicators that builds on ideal types of sport organisations. It consists of using a cluster approach that allows deriving good governance principles from real data rather than theory. This allows for considering the scale and context of the specific sport organisations of interest.
