Decision-Making Processes Used by Canadian National Sport Organization Boards: Differences Between Design Archetypes

This paper examines the decision-making role of Canadian national sport organization boards, identifies the processes used to facilitate decision making by these boards, and explores whether these elements differ between the various design archetypes that exist among these organizations. Forty-five semistructured interviews were conducted with board members and senior staff of 22 Canadian national sport organizations, and data were thematically analyzed. Findings indicate board members and senior staff focused on strategy as their primary role, along with control over other roles (e.g., providing advice and counsel or securing resources). Roles differed according to the organization's design archetype. Our analysis showed clear differences between design archetypes in terms of how these the organizations used structural artifacts such as subcommittees to facilitate decision making, navigated decision rights between board members and paid staff, and adhered to the Carver policy governance model promoted for national sport organizations by Sport Canada.

Automated summary

This study examines the decision-making role of Canadian national sport organization boards and explores the differences in decision-making processes between different design archetypes. Interviews were conducted with board members and senior staff of 22 organizations, and findings show variations in roles and the use of structural artifacts to facilitate decision making. The study also highlights the influence of the Carver policy governance model on these organizations.