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Mikhail Batuev and Leigh Robinson

Over the last two decades, action sports have become very popular and have joined the Olympic movement. Principles of their international governance have not been clear, though, so the purpose of this chapter is to illustrate how action sports have organisationally evolved and how the Olympic movement affected their governance. Organisational legitimacy, one of the key notions of the new institutional theory, was utilised as a theoretical framework for three case studies: snowboarding, skateboarding and sport climbing. Key informants in these action sports were interviewed, and a wide range of relevant documents, articles and online sources were studied. It emerged that cultural legitimacy in action sports often does not correspond to regulatory legitimacy within the Olympic governance frameworks. Some serious concerns were raised about the legitimisation of action sports based only on their technical characteristics and about the applicability of ‘umbrella’ governance to action sports.

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Tracy Taylor and Leigh Robinson

Planning for and managing succession is an often-neglected component in sport organizations. Succession planning is a strategic process undertaken to ensure the best possible leadership and the right capabilities for the organization. Typically, succession planning focuses on board members and executive leadership positions. A continual renewal of personnel provides scope to capitalize on emerging opportunities and ensure relevancy in a dynamic and rapidly changing sport environment. Sport bodies require a constantly evolving set of board and executive capabilities. However, the many high profile examples of sport governance failures over the past few years highlight the need for better board and executive leadership evaluation, timely turnover and renewal of positions and roles, and mentoring and building of talent. This chapter highlights the key steps in succession planning, outlines the benefits and challenges in its implementation and discusses how succession management can improve the governance of sport bodies.

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Leigh Robinson and Nikolai Böhlke