Governance, Regulation and Management of Global Sport Organisations
This book is a bold and ambitious analysis of the challenges facing global sport in the 21st century and how those challenges can be met through good governance, management and regulation.
| Otros Autores: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Abingdon, England :
Routledge
[2025]
|
| Edición: | First edition |
| Colección: | Routledge research in sport business and management.
|
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009846640006719 |
Tabla de Contenidos:
- Cover
- Half Title
- Series Information
- Title Page
- Copyright Page
- Table of Contents
- Introduction
- I.1 Saudi Sportswashing
- I.2 A System That Is Difficult to Change
- I.3 An Unprecedented Strategy to Disrupt World Sport
- I.4 Regulating International Sport
- I.5 Beyond the Contrast Between the European and American Models of Sport
- I.6 Convergence Between Non-Profit and For-Profit Sport Organisations
- I.7 Competition, But Also Cooperation and Mimicry
- I.8 A Two-Part Presentation
- Notes
- Bibliography
- Part I Three Interconnected Regulatory Systems
- Chapter 1 Olympic Governance Under Pressure
- 1.1 More Assertive Leadership By the IOC
- 1.1.1 The Globalisation of Sport
- 1.1.2 Three Interconnected Forms of Governance
- 1.1.2.1 Systemic Governance
- 1.1.2.2 Political Governance
- 1.1.2.3 ('Good') Organisational Governance
- 1.1.3 Thomas Bach's Realpolitik Approach to Risk Management
- 1.1.3.1 Responsible Autonomy Through Good Governance
- 1.1.3.2 Sport's Societal Benefits Called Into Question
- 1.1.4 An Institutional Balancing Act
- 1.1.4.1 Institutional Work and Legitimacy
- 1.1.4.2 Strategic Responses to Institutional Processes
- 1.2 The IOC's Core Partners
- 1.2.1 International Federations
- 1.2.1.1 Four Categories of IFs
- 1.2.2 National Olympic Committees
- 1.2.2.1 A Wider Range of Services
- 1.2.2.2 The Rise of Asia's Sports Institutions
- 1.2.2.3 Wide Variation in Funding and Professionalisation Strategies
- 1.2.2.4 At the Heart of Controversial International and Domestic (Geo)Political Games
- 1.2.3 Organising Committees of the Olympic Games
- 1.2.3.1 Funding and Delivering Olympic Games
- 1.2.3.2 The Paris 2024 OCOG
- 1.2.3.3 The Controversial Issue of Impacts and Legacy
- 1.2.3.4 A Catalyst for Transforming a Country? France and the 2024 Olympic Games
- 1.2.4 Athletes and NGOs.
- 1.2.4.1 Athletes' New Demands
- 1.2.4.2 More Frequent Criticism By NGOs
- 1.3 Conclusion
- 1.3.1 A Four-Seasons Olympic Games?
- Notes
- Bibliography
- 2 Regulatory Systems Within International Sport
- 2.1 A Systemic Framework for Analysing the Worldwide Regulation of Sports
- 2.1.1 A Global Explanatory Model
- 2.1.2 Four Types of Regulation: Social, Economic, Legal and Political
- 2.1.3 Principles Underlying the Model
- 2.1.4 The Four Key Variables in a Sport's International Ecosystem
- (a) Number of Actors Involved
- (b) Uniformity of International Rules of Play
- (c) Control Over the International Competition Calendar and World Rankings
- (d) Ownership and Control of Hallmark Events By an IF
- 2.1.5 Resources and Competencies Needed for the Four Types of Regulation
- 2.1.5.1 Social Regulation
- 2.1.5.2 Economic Regulation
- 2.1.5.3 Legal Regulation
- 2.1.5.4 Political Regulation
- 2.2 Five Regulation Configurations for International Sport
- 2.2.1 Regulation Dominated By an International Federation
- 2.2.2 Regulation Coordinated By an International Federation
- 2.2.3 Parallel Regulation By an International Federation and Commercial Body
- 2.2.4 Regulation Dominated By a Commercial Operator
- 2.2.5 Totally Private Regulation By the Commercial Sector
- 2.3 Conclusion
- Notes
- Bibliography
- 3 Global Regulation Dependent On National Sport Configurations
- 3.1 The Main Organisational Models of Sport
- 3.1.1 Three Traditional Models: American, European, State-Controlled
- 3.1.1.1 The American Model
- 3.1.1.2 The (Western) European Model
- 3.1.1.3 The State-Run Model
- 3.1.2 New Actors Focusing On 'Sport Power': China, Russia, Gulf States
- 3.1.3 Fragility and Instability in Least-Developed Countries
- 3.2 National Sport Configurations in Europe
- 3.2.1 The Characteristics of National Sport Configurations.
- 3.2.2 The Four Most Typical Configurations in Europe
- 3.2.3 Four Examples: England, France, Lithuania, Switzerland
- 3.2.3.1 France: A Bureaucratic Configuration in Transition
- 3.2.3.2 Lithuania: A 'Europe-Compatible' Bureaucratic Configuration
- 3.2.3.3 United Kingdom: A Hybrid Configuration With Massive Support for Elite Sport
- 3.2.3.4 Switzerland: An Evolving Federalist Missionary Configuration
- 3.3 Widely Differing Models Outside Europe
- 3.3.1 Australia and Canada: 'Federated' European Models
- 3.3.1.1 Australia: A Federated Model Based On the European Model
- 3.3.1.2 Canada: A European Model of Sport Collaborating With American Professional Sport
- 3.3.2 China: A State-Controlled and Authoritarian Model Focused On Elite Sport
- 3.3.3 Tunisia: A Bureaucratic Model Weakened By Crisis
- 3.3.4 Uganda: A Neglected But Evolving Sports System
- 3.3.5 South Korea: A Bureaucratic Model at the Service of Nation Branding
- 3.3.6 Sri Lanka: A Non-Integrated and Failing Model in an Emerging Country
- 3.4 A Nation's Sporting Success
- 3.4.1 The SPLISS Model
- 3.4.1.1 Pillar No. 1: Financial Support for Elite Sport
- 3.4.1.2 Pillar No. 2: Organisation and Structure of Sport Policies
- 3.4.1.3 Pillar No. 3: Foundation and Participation
- 3.4.1.4 Pillar No. 4: Talent Identification and Development
- 3.4.1.5 Pillar No. 5: Athletic and Post-Career Support
- 3.4.1.6 Pillar No. 6: Training Facilities
- 3.4.1.7 Pillar No. 7: Coaching Provision and Coaching Development
- 3.4.1.8 Pillar No. 8: International and National Competitions
- 3.4.1.9 Pillar No. 9: Scientific Research
- 3.4.1.10 Pillar No. 10: Elite Sport Environment, Media and Sponsoring
- 3.4.2 Countries' Strategic Choices
- 3.5 Conclusion
- Notes
- Bibliography
- Part II New Challenges for the Governance of International Sport Organisations.
- 4 Managing International Sport Federation Performance in a Glocalised World
- 4.1 From Growing Sport to Overall Performance
- 4.1.1 Societal Performance at the Heart of Organisational Performance
- 4.1.2 Towards New Reporting and Accountability Tools
- 4.2 Strategic Capacity
- 4.2.1 Power Structures
- 4.2.2 The Quality of the Federal Network
- 4.2.3 Federations' Business Sectors and Models
- 4.3 Operational Capacity
- 4.3.1 Key Success Factors
- 4.3.1.1 Professionalisation of Federation Management
- 4.3.1.2 Organisational Culture
- 4.3.1.3 The Partnership Approach
- 4.3.2 Failure Factors
- 4.3.2.1 Deficient Information Systems
- 4.3.2.2 Insufficient Control of Management Practices
- 4.3.2.3 Inertia Caused By Political Manoeuvring and Electoral Systems
- 4.4 Conclusion
- Notes
- Bibliography
- Chapter 5 The Financialisation and Regulation of Professional Team Sports
- 5.1 The Central Role of Regulation By Professional Leagues
- 5.1.1 Convergence Between American and European Approaches to Regulation
- 5.1.2 Success Factors for the Regulation of Professional Leagues
- 5.2 Professional Clubs' Performance Management
- 5.2.1 Geomarketing and Sources of Revenue: The Key Variable
- 5.2.2 Four Types of Expertise: Marketing, Managerial, Sporting, Social
- 5.2.2.1 Operationalising and Measuring the Independent Variables
- 5.2.2.2 The Model's Dependent Variables
- 5.3 New Growth Levers and Their Limits
- 5.3.1 For Clubs
- 5.3.1.1 Training and Transfers (Mostly Football)
- 5.3.1.2 Large Stadium/Multifunctional Arena
- 5.3.1.3 Shareholders and New International Investors
- 5.3.1.4 Listing On the Stock Exchange
- 5.3.1.5 Multi-Club Ownership of Professional Sports Clubs
- 5.3.1.6 Leisure and Entertainment Parks - From Real to Virtual
- 5.3.1.7 Diversifying Clubs' Brands
- 5.3.1.8 Internationalising the Brand.
- 5.3.1.9 Sponsorship By Online Betting Websites
- 5.3.1.10 Social Media and Digital Strategy
- 5.3.1.11 Cryptocurrency and NFTs
- 5.3.1.12 European Competition Rights
- 5.3.1.13 Social Marketing Via the Sport Business: Responsible Partnerships Or Social Washing?
- 5.3.1.14 Collective and Individual Image Rights
- 5.3.2 For Leagues
- 5.3.2.1 Media Rights Lots, International Rights and OTT Opportunities
- 5.3.2.2 Stakes in the League's Commercial Company
- 5.3.2.3 National Sponsorship and Other Deals
- 5.3.2.4 Centralisation of Global Rights With the Federation
- 5.3.2.5 Professional Sport/Amateur Sport Solidarity Mechanisms
- 5.3.2.6 Lobbying
- 5.4 The Professionalisation of Women's Football in Europe
- 5.4.1 Women's Football: Growth Lever and Source of Legitimacy
- 5.4.2 Europe's Three Types of Women's Football Clubs
- 5.4.3 Europe's Mixed Clubs On the Up
- 5.4.4 Potential Synergies Between Women's and Men's Football
- 5.4.3.1 Strategy
- 5.4.3.2 Use of Equipment and Facilities
- 5.4.3.3 Sales
- 5.4.3.4 Communication/Marketing
- 5.4.3.5 Human Resources
- 5.5 Conclusion
- Notes
- Bibliography
- Chapter 6 The Competition Between Private Circuits and Federation-Run Events in Individual Sports
- 6.1 The Regulation of Private Circuits and Federation-Run Competitions
- 6.1.1 The Economic Value and Professionalism of Circuits
- 6.1.1.1 Definition of Professional Athlete in Individual Sports
- 6.1.1.2 Three Categories of Individual Sports in Terms of Competition-Circuit Revenues
- 6.1.2 The Regulation of Circuits
- 6.1.2.1 Governance
- 6.1.2.2 Competition Structure and Rules
- 6.1.2.3 Protecting the Game
- 6.1.2.4 Finance and Marketing
- 6.1.2.5 Social Responsibility
- 6.2 A Wide Variety of Events Models
- 6.2.1 Types of Events, Business Models and Partnerships
- 6.2.1.1 Events as a Pretext for Mass Participation.
- 6.2.1.2 Events as a Pretext for Public Relations.
