Director Selection: Drivers for the Adoption and Design of Nomination Committees by New Zealand National Sport Organizations

Abstract

Nomination committees (NCs) are a critical, yet under-researched, part of the good governance equation. This study contributes to baseline knowledge of NC adoption and design. Underpinned by critical realism, four national sports organization case studies explain the “why” and “how” of NC adoption through a multitheoretical lens. Change strategies are identified using Hampel et al.’s mechanisms (symbolic, relational, and material) approach to institutional (creation) work outcomes. Archer’s morphogenetic cycle helps to demonstrate the interplay between structure, culture, and agency in achieving the change with the study, providing a timely reminder of the power of morphostasis (inertia). The results are important for future NC design to better inform national sport organization NCs’ structures and processes (including case-appropriate balance between community and corporate logics in national sport organization governance re-configurations) and aid future evaluations of NC effectiveness. A critical realism multitheoretical and multicase approach is modeled for future sport management studies.