ABSTRACT
Michael Mrkonjic draws attention to the emergence of multiple newly associated functions within the sport system as a result of the implementation of good governance principles. He demonstrates that they can be executive or managerial and strategic or operational and can be integrated into different organisational units. Effectively performing these functions requires specific and general, technical or social competencies. By outlining types of governance structures and functions as well as the associated management competencies, the author takes the first step towards developing a skills-based approach to good governance in sport that benefits scholars as well as practitioners.
