A STUDY OF SOURCES OF LAW OF SPORTS ORGANIZATION AUTONOMY - A CROSS COUNTRY COMPARISON BETWEEN TAIWAN AND TURKEY
Abstract
The concept of sports governance has
become more and more popular in recent years and has received considerable
attention in practice and academia. From institutional theory to environmental
dynamics, it is considered that the governance structure of the organization is
to coordinate external pressures and interact with other organizations,
regulatory environments, and systems, especially laws and regulations. The
purpose of this study is to analyze the sources of law of sports organizations
autonomy in Taiwan and Turkey. Turkey and Taiwan are very similar in the
structure and environment of sports governance. And Turkey is better than
Taiwan in terms of the competitive performs participation of international
sports and the holding of mega sports events. Therefore, this research analyzed
the content and changes of relevant laws and regulations of Taiwan and Turkey
on the basis of document analysis and uses relevant government documents and
announcements as a source of data analysis. This study found that Turkey has
passed the Sports Association Autonomy Act in 2004 and many associations have
completed self-government. However, there are still rooms for Turkish Sports
organizations of autonomy. There are two issues of autonomy of Turkish Sports
organizations, board elections and funding. Turkish Sports organizations are
still highly relying on the funding of government and have the
government-appointed person in the supervisory members of the association. In
contrast, after the 2017 Taipei Universiade, Taiwan was under pressure from
public opinion, and the government amended the National Sports Law. It
stipulates that the association should have a transparent electoral system,
open participation for the whole people, and amendments to the player selection
system. It seems that the part of Taiwan's regulations is more perfect than the
Turkish regulations and more in line with the spirit of good governance.
However, such reforms are also worrying about the government's excessive
involvement in the association. Good governance is like a road without an end,
and many developed countries are still moving towards this goal. Taiwan and
Turkey have also undergone reforms and gradually move toward a good governance
path. However, in order to achieve the goal of good governance, in addition to
the improvement of the regulatory environment, what more important is the
attitude of the leaders and the public to the sports organization. First of
all, we must publicize the concept of good governance, and establish a sound
organizational structure and organizational charter. Furthermore, through the
constraints of external stakeholders, the entire sports organization network
can be more stable. The fulfilment of good governance of sports can also be
possible.
Keywords
References
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Abstract
References
- Australian Sports Commission (2012). Sports governance principles. Australia: Australian Sports Commission. Burt, R. S. (1992). Structural holes: the social structure of competition. Cambridge, Massachusetts, London, England: Harvard University Press. Chang, C. Y. (2002). An analysis of the development of folk sports groups in Taiwan. National Education Century, 203, 39-48. Erturan, E. E., Brison, N., & Allen, T. (2012). Comparative analysis of university sports in the U.S. and Turkey. Sport Management International Journal, 8(1), 5-24. Erturan, E. E., & İmamoğlu, A. F. (2011). Almanya ve Türkiye’deki spor kulüplerinin karşılaştırmalı analizi: Türkiye’deki spor kulüplerinin yapı ve işleyişine yeni bir yaklaşım [Comparative analysis of Sports Clubs in Germany and Turkey: A new approach to structure and function of the Sport Clubs in Turkey]. Hacettepe Journal of Sport Sciences, 22 (2), 54-68. Erturan, E. E., & Sahin, M. Y. (2014). Political clientelism in Turkish sports federations. European Sport Management Quarterly, 14(5), 556-566. European Commission. (2013). Principles of good governance in sport. European Commission: Expert Group “Good Governance”. Executive Yuan. (2017). The National Sports Act. Ferkins, L., & Shilbury, D. (2010). Developing board strategic capability in sport organisations: The national-regional governing relationship. Sport Management Review, 13, 235-254. Ferkins, L., & Shilbury, D. (2015). The stakeholder dilemma in sport governance: Toward the notion of “stakeowner”. Journal of Sport Management, 29, 93-108. Ferkins, L., Shilbury, D., & McDonald, G. (2005). The role of the board in building strategic capability: Towards an integrated model of sport governance research. Sport Management Review, 8, 195-225. Fişek, K. (1998). Devlet politikası ve toplumsal yapısıyla ilişkileri açısından dünya’da ve Türkiye’de spor yönetimi. Ankara: Bağırgan Yayınevi. Granovetter, M. (1973). The strength of weak ties: A network theory revisited. Sociological Theory, 1, 201-233. GSB. (2014). General information. Retrieved from https://www.sgm.gov.tr/ Hayhurst, L., & Frisby, W. (2010). Inevitable tensions: Swiss and Canadian sport for development NGO perspectives on partnerships with high performance sport. European Sport Management Quarterly, 10 (1), 75-96. Huang, C. T. (2007). Research and development plan for the rule of law for sports groups. Report on the special research results commissioned by the Executive Committee of the Executive Yuan No.: sac-res-095-002). Not published. Hsiung, T. T. (2015). A study of constructing and verifying a good governance principle for non-profit sport organizations in Taiwan (Unpublished Doctoral Thesis). National Taiwan Normal University, Taipei. Hsiung, T. T., Cheng, C. F. (2014). Intergovernmental mode in sport organizations: A case of Taiwan Sports Administration and Chinese Taipei Olympic Committee. Physical Education Journal, 47 (1), 275-290. Nelson, R. E. (1989). The strength of strong ties: Social networks and intergroup conflict in organizations. Academy of Management Journal, 32(2), 377-401. Sawyer, T. H., Bodey, K. J., & Judge, L. W. (2008). Sport governance and policy development: An ethical approach to managing sport in the 21st century. Sagamore Publishing LLC. Shilbury, D., & Ferkins, L. (2011). Professionalisation, sport governance and strategic capability. Managing Leisure, 16, 108-127. Sport and Recreation Alliance (2011). Voluntary code of good governance for the sport and recreation sector. London: Sport and Recreation Alliance. Sport New Zealand (2014). Nine steps to effective governance: Building high performing organisations. Wellington, New Zealand: Author. Sports Administration of the Ministry of Education of Taiwan. (2013). White paper on Sports Policy. Tinaz, C., Turco, D. M., & Salisbury, P. (2014). Sport policy in Turkey. International Journal of Sport Policy and Politics, 6(3), 533-545. Yeh, C. M., Hoye, R. & Taylor, T. (2011). Board roles and strategic orientation among Taiwanese nonprofit sport organisations. Managing Leisure, 16, 287-301. Yeh, C. M., Taylor, T. & Hoye, R. (2009). Board roles in organisations with a dual board system: Empirical evidence from Taiwanese nonprofit sport organizations. Sport Management Review, 12 (2), 91-100. Wang, I. J. (2017). After the rectification of the "National Sports Act". https://www.twreporter.org/a/taiwan-athletics-problems-national-sports-act
Details
| Primary Language | English |
|---|---|
| Journal Section | Articles |
| Authors | |
| Publication Date | September 15, 2019 |
| Submission Date | July 16, 2019 |
| Published in Issue | Year 2019Volume: 5 Issue: 14 |
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