This chapter contextualises good governance in sport through conceptual and stakeholder approaches. It describes actual issues related to the governance of sport and delivers in-depth analysis of the 2015–2016 ‘Support the Implementation of Good Governance in Sport’ (SIGGS) project outcomes. This project consists of 1) raising awareness on good governance in sport in Europe and beyond, 2) transferring know-how and expertise between the project partners, 3) enhancing the governance of national Olympic committees (NOCs) and national federations (NFs) by providing tools, 4) identifying experts and good practice examples in the different countries, 5) establishing national contact points for good governance and national networks to make national good governance activities more sustainable and 6) developing national strategies (sustainability models) for future years and starting a process towards better governance that goes beyond the lifetime of the project. This ‘practical and customised’ approach makes the SIGGS project unique.
Mathieu Winand and Thierry Zintz
Simon Gérard, David Legg and Thierry Zintz
The Paralympic Movement has undergone rapid growth in thelast few decades, yet its governance system remains largely unknown and under-researched.Based on institutional theory and content analysis of archival records, this chapter develops a processual analysis of the governance system of the Paralympic Movement since the creation of the International Paralympic Committee (IPC) in the late 1980s. The analysis revealed two main stages during which the governance system of the IPC, and the underlying institutional dynamics, experienced significant transformations: 1) from a disability-based movement to a sport-based movement (1989–2001); and 2) autonomy and self-sustainability of the Paralympic sports (2001–2017). Following this analysis, key governance issues the IPC is currently facing are discussed. Future research directions are also proposed for study pertaining to power, organizations and institutional change.