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Board roles in organisations with a dual board system: Empirical evidence from Taiwanese nonprofit sport organisations

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  • Chien Mu Yeh
  • Tracy Taylor
  • Russell Hoye

Abstract

Research on the roles of the board of unitary board systems is well established, while explorations of dual board systems are very limited. We know little about nonprofit sport organisations board roles in countries such as Taiwan that operate with a dual board structure. In consequence, this study explored the roles taken by the board of directors and the board of supervisors in Taiwanese nonprofit sport organisations. Four overarching board of director roles were identified: manage vision and purpose; board duty; human resource and fundraising; and stakeholder focus. For the board of supervisors two primary functions emerged: monitoring results; and board duty and process. The findings of the study extend our understanding of the governance of nonprofit sport organisations and the differences that exist between dual board and single board systems of governance.

Suggested Citation

  • Chien Mu Yeh & Tracy Taylor & Russell Hoye, 2009. "Board roles in organisations with a dual board system: Empirical evidence from Taiwanese nonprofit sport organisations," Sport Management Review, Taylor & Francis Journals, vol. 12(2), pages 91-100, April.
    • Handle: RePEc:taf:rsmrxx:v:12:y:2009:i:2:p:91-100
    DOI: 10.1016/j.smr.2008.12.001
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    Cited by:

    1. Cordery, Carolyn J. & Sim, Dalice & Baskerville, Rachel F., 2013. "Three models, one goal: Assessing financial vulnerability in New Zealand amateur sports clubs," Sport Management Review, Elsevier, vol. 16(2), pages 186-199.
    2. Lara Lesch & Shannon Kerwin & Pamela Wicker, 2022. "State politics and gender diversity in sport governance," Economics of Governance, Springer, vol. 23(3), pages 385-409, December.

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