The study examined the independent board structure adopted by New Zealand Cricket (NZC) and issues of board process including board roles, calibre and structure.
The study examined the independent board structure adopted by New Zealand Cricket (NZC) and
issues of board process including board roles, calibre and structure. Data collection consisted of indepth
semi-structured interviews of NZC senior management/board members, supplemented by
archival document review and analysis. The findings, although not generalisable across the whole nonprofit
sport sector, supported the literature on the roles and calibre of board members in an
independent board structure. Due to increasingly professional operations and growth of
commercialisation in sport, expertise in commercial aspects was noted as required. Given the majority
of non-profit sport organisations’ federated structure, collaborative governance theory appears to be
an area of future research when evolving from a delegate to independent or hybrid governance model.
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