西方体育组织治理理论研究述评——基于董事会战略决策功能构建视角
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摘要
以体育董事会战略决策功能构建为视角,对西方体育组织治理理论研究的现状进行梳理,对体育组织治理理论各自不同观点与实证支持进行了比较分析,并对这些理论研究存在的局限性做出了评价。研究认为:目前,国内学界体育组织治理理论研究尚处于起步阶段,以董事会治理为中心的体育组织研究更为缺乏,关于体育董事会治理的内涵、本质、角色、结构等基本理论认识不足。在对西方体育组织治理理论研究进展综合把握的基础上,进一步对国内体育组织治理理论研究提出了具体的思路和建议。
Focusing on the theme of the building of strategic decision function of board of directions,this paper reviews and synthesizes the theory of western sports organization governance,compares and analyzes the different perspectives and empirical support for each of these theories raised by,makes a evaluation of limitations of theoretical studies.The result shows that,at present,the domestic academic research on the governance of sports organizations is still in its infancy,lack of an understanding of the basic contents of the board of sports,such as the nature,role,structure,mechanism etc.Based on the research progress of western sports organizations governance theory,this paper put forward some specific ideas and suggestions to the further study of national sport organizations governance.
Focusing on the theme of the building of strategic decision function of board of directions,this paper reviews and synthesizes the theory of western sports organization governance,compares and analyzes the different perspectives and empirical support for each of these theories raised by,makes a evaluation of limitations of theoretical studies.The result shows that,at present,the domestic academic research on the governance of sports organizations is still in its infancy,lack of an understanding of the basic contents of the board of sports,such as the nature,role,structure,mechanism etc.Based on the research progress of western sports organizations governance theory,this paper put forward some specific ideas and suggestions to the further study of national sport organizations governance.
引文
[1]陈洪.国家体育治理体系和治理能力现代化探析[J].北京体育大学学报,2014,(12):7-8.
[2]韩开成、刘杰.我国足球职业联赛法人治理结构存在问题及对策[J].天津体育学院学报,2009,(3):25-28.
[3]花勇民,彭器.西方体育治理理论与实践研究[J].吉林体育学院学报,2014,(5):14-16.
[4]梁伟.公司治理结构优化下的中国足球超级联赛管办分离研究——基于对公司自治与政府规制的理解[J].中国体育科技,2015,(1):36-49.
[5]倪刚,冯维胜.我国职业足球俱乐部公司治理结构反思[J].天津体育学院学报,2009,(5):399-419.
[6]王志威.英国非营利组织体系下的体育自治[J].上海体育学院学报,2013,(2):6-12.
[7]王中杰.董事会的构建与运作[M].北京:中国时政经济出版社:2.
[8]王名.非营利组织管理概论[M].北京:中国人民大学出版社,2010:2.
[9]谢岚岚.国际体育组织的治理架构和外部环境研究[J].湖北体育科技,2015,(6):482-484.
[10]张伟.国际体育组织体制改革实践与启示——以澳式橄榄球协会改革为例[J].成都体育学院学报,2014,(3):6-11.
[11]AMIS J,SLACK T.The size-structure relationship in voluntary sport organizations[J].J Sport Manage,1996,(10):76-86.
[12]AULD C J,GODBEY G.Influence in Canadian national sport organizations:Perceptions of professionals and volunteers[J].J Sport Manage,1998,(12):20-38.
[13]BOSCH H.The director at risk[M].Melbourne:Pitman Publishing,1995:99-109.
[14]BROWN W A,IVERSON J O.Exploring strategy and board structure in nonprofit organizations[J].Nonprofit and Voluntary Sector Q,2004,33(5):377-400.
[15]DALLAS L L.The relational board:Three theories of corporate boards of directors[J].J Corporation Law,1996,22(1):1-25.
[16]DAVIS J H,SCHOORMAN D F.Toward a stewardship theory of management[J].Academy Manage Rev,1997,22(1):20-48.
[17]DIOCHON M.Governance,Entrepreneurship and Effectiveness:Exploring the Link[J].Social Enterprise J,2010,6(2):93-109.
[18]DOHERTY A J,CARRON A.Cohesion in volunteer sport executive committees[J].J Sport Manage,2003,17(6):116-141.
[19]FRANCIS I.Future direction:The power of the competitive board[M].South Melbourne,VIC:Pitman Publishing,1997:25-49.
[20]GARRATT B.The fish rots from the head[M].London:Harper Collins.1996:101-126.
[21]HARRIS M.The governing body role:Problems and perceptions in implementation[J].Nonprofit and Voluntary Sector Qy,1989,18(5):317-333.
[22]HERMAN R D,RENZ,D O.Board practices of especially effective and less effective local nonprofit organizations[J].Am Rev Public Admini,2000,30(2):146-160.
[23]HOYE R.Board performance of Australian voluntary sport organisations[D].Unpublished Doctoral Dissertation,Griffith University,Brisbane,Australia,2002.
[24]HOYE R,CUSKELLY G.Board-executive relationships within voluntary sport organisations[J].Sport Manage Rev,2003,(6):53-74.
[25]HOYE R,CUSKELLY G.Board power and performance within voluntary sport organisations[J].Eur Sport Manage Q,2003(3):103-119.
[26]INGLEY C B,VANDERWALT N T.The strategic board:The changing role of directors in developing and maintaining corporate capability[J].Corporate Governance,2001,9(3):174-185.
[27]INGLIS S.Designing agendas to reflect board roles and responsibilities:Results of a study[J].Nonprofit Manage and Leadership,2000(11):65-77.
[28]INGLIS S.Exploring volunteer board member and executive director needs:Importance and fulfilment[J].J Applied Recreation Res,1994,19(3):171-189.
[29]INGLIS S,ALEXANDER T,WEAVER L.Roles and responsibilities of community nonprofit boards[J].Nonprofit Manage and Leaderships,1999,(10):153-167.
[30]INGLIS S,GRAFF L.Policy development and physical activity volunteer programme management[J].AVANTE,1997,3(3),49-63.
[31]KIKULIS L.Continuity and change in governance and decision making in national sport organizations:Institutional explanations[J].J Sport Manage,2000,14(1):293-320.
[32]LESLEY FERKINS,DAVID SHILBURY.The role of the board in building strategic capability:Towards an integrated model of sport governance research[J].J Sport Manage,2005,(8):195-225.
[33]MILES R E,SNOW C C.Organizational strategy,structure,and process[M].New York:McGraw-Hill,1978:229-318.
[34]ROBERT SIEKMANN,JANWILLEM SOEK.Models of Sport Governance in the European Union:The Relationship between State and Sport Authorities[J].Int Sports Law J,2010,(5):3-4.
[35]PORTER M E.Competitive advantage:Creating and sustaining superior performance[M].New York:Free Press.1985:139-146.
[36]SEARLE M.Measuring recreation board members’needs[J].Recreation Res Rev,1989,14(3):41-50.
[37]SEARLE M.Testing the reciprocity norm in a recreation management setting[J].Leisure Sci,1989,(2):353-365.
[38]SHILBURY D.Considering future sport delivery systems[J].Sport Manage Rev,2000(3):199-221.
[39]SHILBURY D.Determining the problem of order in the Australian Football League[J].J Sport Manage,1993,(7):122-131.
[40]SHILBURY D.Examining board member roles,functions and influence:A study of Victorian sporting organisations[J].Int J Sport Manage,2001,(2):253-281.
[41]STILES P.The impact of the board on strategy:An empirical examination[J].J Manage Studies,2001,38(6):627-651.
[42]THIBAULT L,SLACK T,HININGS B.A framework for the analysis of strategy in nonprofit sport organizations[J].J Sport Manage,1993,26(6):25-43.
[43]WARD R D.21st Century corporate board[M].New York:John Wiley Sons,1997:23-26.
[2]韩开成、刘杰.我国足球职业联赛法人治理结构存在问题及对策[J].天津体育学院学报,2009,(3):25-28.
[3]花勇民,彭器.西方体育治理理论与实践研究[J].吉林体育学院学报,2014,(5):14-16.
[4]梁伟.公司治理结构优化下的中国足球超级联赛管办分离研究——基于对公司自治与政府规制的理解[J].中国体育科技,2015,(1):36-49.
[5]倪刚,冯维胜.我国职业足球俱乐部公司治理结构反思[J].天津体育学院学报,2009,(5):399-419.
[6]王志威.英国非营利组织体系下的体育自治[J].上海体育学院学报,2013,(2):6-12.
[7]王中杰.董事会的构建与运作[M].北京:中国时政经济出版社:2.
[8]王名.非营利组织管理概论[M].北京:中国人民大学出版社,2010:2.
[9]谢岚岚.国际体育组织的治理架构和外部环境研究[J].湖北体育科技,2015,(6):482-484.
[10]张伟.国际体育组织体制改革实践与启示——以澳式橄榄球协会改革为例[J].成都体育学院学报,2014,(3):6-11.
[11]AMIS J,SLACK T.The size-structure relationship in voluntary sport organizations[J].J Sport Manage,1996,(10):76-86.
[12]AULD C J,GODBEY G.Influence in Canadian national sport organizations:Perceptions of professionals and volunteers[J].J Sport Manage,1998,(12):20-38.
[13]BOSCH H.The director at risk[M].Melbourne:Pitman Publishing,1995:99-109.
[14]BROWN W A,IVERSON J O.Exploring strategy and board structure in nonprofit organizations[J].Nonprofit and Voluntary Sector Q,2004,33(5):377-400.
[15]DALLAS L L.The relational board:Three theories of corporate boards of directors[J].J Corporation Law,1996,22(1):1-25.
[16]DAVIS J H,SCHOORMAN D F.Toward a stewardship theory of management[J].Academy Manage Rev,1997,22(1):20-48.
[17]DIOCHON M.Governance,Entrepreneurship and Effectiveness:Exploring the Link[J].Social Enterprise J,2010,6(2):93-109.
[18]DOHERTY A J,CARRON A.Cohesion in volunteer sport executive committees[J].J Sport Manage,2003,17(6):116-141.
[19]FRANCIS I.Future direction:The power of the competitive board[M].South Melbourne,VIC:Pitman Publishing,1997:25-49.
[20]GARRATT B.The fish rots from the head[M].London:Harper Collins.1996:101-126.
[21]HARRIS M.The governing body role:Problems and perceptions in implementation[J].Nonprofit and Voluntary Sector Qy,1989,18(5):317-333.
[22]HERMAN R D,RENZ,D O.Board practices of especially effective and less effective local nonprofit organizations[J].Am Rev Public Admini,2000,30(2):146-160.
[23]HOYE R.Board performance of Australian voluntary sport organisations[D].Unpublished Doctoral Dissertation,Griffith University,Brisbane,Australia,2002.
[24]HOYE R,CUSKELLY G.Board-executive relationships within voluntary sport organisations[J].Sport Manage Rev,2003,(6):53-74.
[25]HOYE R,CUSKELLY G.Board power and performance within voluntary sport organisations[J].Eur Sport Manage Q,2003(3):103-119.
[26]INGLEY C B,VANDERWALT N T.The strategic board:The changing role of directors in developing and maintaining corporate capability[J].Corporate Governance,2001,9(3):174-185.
[27]INGLIS S.Designing agendas to reflect board roles and responsibilities:Results of a study[J].Nonprofit Manage and Leadership,2000(11):65-77.
[28]INGLIS S.Exploring volunteer board member and executive director needs:Importance and fulfilment[J].J Applied Recreation Res,1994,19(3):171-189.
[29]INGLIS S,ALEXANDER T,WEAVER L.Roles and responsibilities of community nonprofit boards[J].Nonprofit Manage and Leaderships,1999,(10):153-167.
[30]INGLIS S,GRAFF L.Policy development and physical activity volunteer programme management[J].AVANTE,1997,3(3),49-63.
[31]KIKULIS L.Continuity and change in governance and decision making in national sport organizations:Institutional explanations[J].J Sport Manage,2000,14(1):293-320.
[32]LESLEY FERKINS,DAVID SHILBURY.The role of the board in building strategic capability:Towards an integrated model of sport governance research[J].J Sport Manage,2005,(8):195-225.
[33]MILES R E,SNOW C C.Organizational strategy,structure,and process[M].New York:McGraw-Hill,1978:229-318.
[34]ROBERT SIEKMANN,JANWILLEM SOEK.Models of Sport Governance in the European Union:The Relationship between State and Sport Authorities[J].Int Sports Law J,2010,(5):3-4.
[35]PORTER M E.Competitive advantage:Creating and sustaining superior performance[M].New York:Free Press.1985:139-146.
[36]SEARLE M.Measuring recreation board members’needs[J].Recreation Res Rev,1989,14(3):41-50.
[37]SEARLE M.Testing the reciprocity norm in a recreation management setting[J].Leisure Sci,1989,(2):353-365.
[38]SHILBURY D.Considering future sport delivery systems[J].Sport Manage Rev,2000(3):199-221.
[39]SHILBURY D.Determining the problem of order in the Australian Football League[J].J Sport Manage,1993,(7):122-131.
[40]SHILBURY D.Examining board member roles,functions and influence:A study of Victorian sporting organisations[J].Int J Sport Manage,2001,(2):253-281.
[41]STILES P.The impact of the board on strategy:An empirical examination[J].J Manage Studies,2001,38(6):627-651.
[42]THIBAULT L,SLACK T,HININGS B.A framework for the analysis of strategy in nonprofit sport organizations[J].J Sport Manage,1993,26(6):25-43.
[43]WARD R D.21st Century corporate board[M].New York:John Wiley Sons,1997:23-26.