نوع مقاله : مقاله پژوهشی

نویسندگان

1 دکترای مدیریت ورزشی، دانشگاه تهران

2 کارشناسی‌ارشد مدیریت ورزشی، دانشگاه مازندران

چکیده

این پژوهش با هدف بررسی نقش هیئت‌مدیرة باشگاه‌های فوتبال از منظر حکمرانی انجام شده است. روش پژوهش به‌لحاظ هدف، کاربردی و به‌لحاظ روش،تحلیلی و توصیفی بود.همة اعضای هیئت‌مدیره، رئیس هیئت‌مدیره و کادر اداری باشگاه‌های ورزشی فوتبال حاضر در لیگ برتر در سال 1396 جامعة آماری پژوهش را تشکیل دادند که 165 نفر به‌عنوان نمونة پژوهش انتخاب شدند. برای جمع‌آوری داده‌ها از مقیاس خروجی مطالعة میویه و همکاران (2007) استفاده شد. از فرم‌های «ضریب نسبی روایی محتوا» برای بررسی روایی محتوایی استفاده شد و پرسش‌نامه دراختیار 10 نفر از ارزیابان خبره قرار گرفت. مدل مفهومی پژوهش با استفاده از روش مدل‌سازی معادلات ساختاری به روش حداقل مربعات جزئی با استفاده از نرم‌افزار اسمارت پی.ال.اس. نسخة سه ارزیابی شد و نتایج در دو بخش مدل اندازه­گیری و مطلوبیت مدل تحلیل شد. یافته‌ها نشان داد که داده‌های تجربی جمع‌آوری‌شده در این مطالعه از مدل نظری موجود حمایت کردند و نقش‌های بررسی‌شده در این مطالعه در هیئت‌مدیرة باشگاه‌های ورزشی فوتبال کشور قابل‌استفاده هستند. با توجه به یافته‌های پژوهش، استفاده از ساختار دو لایه (راهبری و سرپرستی) در هیئت‌مدیرة باشگاه‌های ورزشی فوتبال توصیه می­شود.

کلیدواژه‌ها

موضوعات

عنوان مقاله [English]

The Role of Directors’ Board of Football Clubs from a Governance Perspective

نویسندگان [English]

  • Ghasem Mehrabi 1
  • Mohammad Namvar 2

1 Ph.D. in Sports Management, Tehran University

2 M.Sc. in Sports Management, Mazandaran University

چکیده [English]

The present study was conducted to investigate the role of directors’ board of football clubs from a governance perspective. The study was of an applied purpose and of an analytical and descriptive methodology. The study population, totaling a number of 165 individuals, was comprised of all board members, chairpersons as well as all administrative staff of the current football clubs in the Premium League of 2017. The index yielded by Muyeh, Taylor, & Hoye (2007) was employed for data collection. CVR forms were also utilized for assessment of content validity for which a questionnaire was submitted to 10 expert assessors. The conceptual model of the study was evaluated through the Structural Equation Modeling as per the Partial Least Squares method using Smart PLS (V 3). The obtained results were then analyzed in two parts: the measurement model, and appropriateness of the model. The yielded findings of the study exhibited that the collected experimental data supports the theoretical model of the study, and thus, the roles evaluated in this study can be employed in the directors’ board of Iranian football clubs. As yielded by the study, the two-tier structure of leadership-supervision is recommended for the directors’ board of football clubs.

کلیدواژه‌ها [English]

  • Role
  • Board
  • Football Club
  • Governance
  1. Australian Sports Commission. (2005). Governing sport. Canberra: Australian Sports Commission.
  2. Axelrod, N. R. (2005). Board leadership and development. In R. D. Herman (Ed), The Jossey-Bass handbook of nonprofit leadership and management (2nd ed.) (131-52). San Francisco, CA: Jossey-Bass.
  3. Bernstein, R. S. & Davidson, D. (2012). Exploring the link between diversity, inclusive practices, and board performance: An analysis of the national boardSource nonprofit governance index. Paper presented at the Association for Research on Nonprofit Organizations and Voluntary Action (ARNOVA) Conference, Indianapolis.
  4. Bernstein, R., Buse, K., & Slatten, L. A. (2015). Nonprofit board performance: Board members’ understanding their roles and responsibilities. American Journal of Management, 15(1), 24-35.
  5. Brown, W. A. (2007). Board Development Practices and Competent Board Members: Implications for Performance. Nonprofit Management and Leadership, 17, (3), 301-7.
  6. Bradshaw, P, Murray, V and Wolpin, J (1992) Do Nonprofit Boards Make a Difference? An Exploration of the Relationships Among Board Structure, Process, and Effectiveness. Nonprofit and Voluntary Sector Quarterly, 21(3): 227-49
  7. Brown, W. A., & Guo, C. (2010). Exploring the key roles for nonprofit boards. Nonprofit and Voluntary Sector Quarterly, 39(3), 536-46.
  8. Cadbury, A. (2002). Corporate governance and chairmanship: A personal view. Oxford: Oxford University Press.
  9. Callen, J. L., Klein, A. & Tinkelman, D. (2010). The Contextual Impact of Nonprofit Board Composition and Structure on Organizational Performance: Agency and Resource Dependence Perspectives. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 21, (1), 101-25.
  10. Carver, J. (2006). Boards that make a difference: A new design for leadership in nonprofit and public organizations. San Francisco, CA: John Wiley & Sons.
  11. Cornforth, C. (2001). What makes boards effective? An examination of the relationships between board inputs, structures, processes and effectiveness in non-profit organisations. Corporate governance: An international review. 9, (3), 217-27.
  12. Cornforth, C. (2012). Nonprofit governance research limitations of the focus on boards and suggestions for new directions. Nonprofit and Voluntary Sector Quarterly, 41(6), 1116-35.
  13. Crittenden, P. M. (2000). Attachment theory, information processing, and psychiatric disorder. World Journal of Psychiatry, 1, 72-5.
  14. Green, J. C., & Griesinger, D. W. (1996). Board performance and organizational effectiveness in nonprofit social services organizations. Nonprofit Management and Leadership, 6(4), 381-402.
  15. Harris, M. (1989). The governing body role: Problems and perceptions in implementation. Nonprofit and Voluntary Sector Quarterly, 18,317-33.
  16. Herman, R. D., Renz, D. O., & Heimovics, R. D. (1996). Board practices and board effectiveness in local nonprofit organizations. Nonprofit Management and Leadership, 7(4), 373-85.
  17. Iecovich, E. (2004). Responsibilities and roles of boards in nonprofit organisations: The Israeli case. Nonprofit Management and Leadership, 15, 5-24.
  18. Inglis, S. (1997). Roles of the board in amateur sport organisations. Journal of Sport Management, 11, 160-76.
  19. Inglis, S., Alexander, T., & Weaver, L. (1999). Roles and responsibilities of community nonprofit boards. Nonprofit Management and Leadership, 10, 153-67.
  20. Ingram, R. T. (2009). Ten basic responsibilities of nonprofit boards (2nd ed.). Washington, DC: BoardSource.
  21. Mehrabi, G H., & Sajadi, SN. (2019). Sport governance. Tabriz: Tanindanesh. www.tanindanesh.ir
  22. Miller-Millesen, J. L. (2003). Understanding the behavior of nonprofit boards of directors: A theory-based approach. Nonprofit and Voluntary Sector Quarterly, 32(4), 521-47.
  23. Mu Yeh, Ch., Taylor, T., & Hoye, R. (2007). Board roles in organisations with a dual board system: Empirical evidence from Taiwanese nonprofit sport organisations.  Sport Management Review, 12, 91-100.
  24. Ostrower, F. (2007). Nonprofit governance in the United States. Washington, DC: Urban Institute.
  25. Ostrower, F., & Stone, M. M. (2006). Governance: Research trends, gaps, and future prospects. In W. Powell., R. Steinberg, R. (Eds.), The nonprofit sector: A research handbook (612-28). New Haven, CT: Yale University Press.
  26. Pointer, D. D., & Orlikoff, J. E. (2002). The high-performance board: Principles of nonprofit organisation governance. San Francisco: Jossey-Bass.
  27. Provan, K. G. (1980). Board power and organizational effectiveness among human service agencies. Academy of Management Journal, 23(2), 221-36.
  28. Shilbury, D. (2001). Examining board member roles, functions and influence: A study of Victorian sporting organisations. International Journal of Sport Management, 2, 253-81.
  29. Sport and Recreation New Zealand (2004). Nine steps to effective governance: Building high performing organisations. Wellington, New Zealand: Sport and Recreation New Zealand.
  30. UK Sport (2003). Investing in change: High level review of the modernization programme for governing bodies of sport. London: UK Sport.
  31. Zimmermann, J. A. M., & Stevens, B. W. (2008). Best practices in board governance: Evidence from South Carolina. Nonprofit Management and Leadership, 19(2), 189-202.