Hein Verbruggen: Bringing a Corporate Mentality to the Governance of Sport

Chapter

Abstract

Clausen and Bayle provide insights into the career of Hein Verbruggen and how his corporate mentality shaped the organisational change processes of both the UCI (International Cycling Union) and SportAccord (today: Global Association of International Sports Federations—GAISF). While Hein Verbruggen has probably been one of the most controversial figures in international sport in recent years, the chapter mainly focuses on his business vision and efforts to implement management practices in international sport organisations. To grasp his impact on international sport from a leadership perspective, the authors take a closer look at his professional career outside sport, his entry into the world of sport and the various phases he went through as a leader, his achievements and legacy, as well as allegations related to his leadership.

Bibliography

Literature

  1. Amis, John, Trevor Slack, and Christopher R. Hinings. 2004. Strategic Change and the Role of Interests, Power, and Organizational Capacity. Journal of Sport Management 18 (2): 158–198.CrossRefGoogle Scholar
  2. Aubel, Olivier. 2013. Trois propositions pour changer la culture du cycliste professionnel. Une politique rénovée de prévention du dopage. Schweizerische Zeitschrift Für Sportmedizin Und Sporttraumatologie 61 (3): 34–38.Google Scholar
  3. Aubel, Olivier. 2015. Précarité économique et dérive des comportements: l’exemple du dopage dans le cyclisme. Le journal de l’école de Paris du management 111 (1): 38–44.CrossRefGoogle Scholar
  4. Barbusse, Béatrice. 2002. Sport et entreprise: des logiques convergentes? L’Année sociologique 52 (2): 391–415.CrossRefGoogle Scholar
  5. Bayle, Emmanuel, Jean-Loup Chappelet, Aurélien François, and Lionel Maltèse. 2011. Sport et RSE. Vers un management responsable? Bruxelles: De Boeck Editions.Google Scholar
  6. Beamish, Rob, and Ian Ritchie. 2005. The Spectre of Steroids: Nazi Propaganda, Cold War Anxiety and Patriarchal Paternalism. The International Journal of the History of Sport 22 (5): 777–795.CrossRefGoogle Scholar
  7. Chappelet, Jean-Loup. 1991. Le système olympique. Grenoble, France: Presses Universitaires de Grenoble.Google Scholar
  8. Chappelet, Jean-Loup. 2008. International Olympic Committee and the Olympic System: The Governance of World Sport. Abingdon: Routledge. Google Scholar
  9. Chappelet, Jean-Loup, and Brenda Kübler-Mabbott. 2008. International Olympic Committee and the Olympic System (IOC): The Governance of World Sport. London: Routledge.Google Scholar
  10. de Coubertin, Pierre. 1888. L’éducation en Angleterre. Paris: Collèges et Universités.Google Scholar
  11. de Coubertin, Pierre. 1890. Universités transatlantiques. Paris: Hachette.Google Scholar
  12. Grosset, Yoan, and Michaël Attali. 2009. The French Initiative Towards the Creation of an International Sports Movement 1908–1925: An Alternative to the International Olympic Committee. Journal of Sport History 36 (2): 245.Google Scholar
  13. Hoye, Russell, and Sue Inglis. 2003. Governance of Nonprofit Leisure Organizations. Loisir et Société/Society and Leisure 26 (2): 369–387.CrossRefGoogle Scholar
  14. Kayser, Bengt, and Jan Tolleneer. 2017. Ethics of a Relaxed Antidoping Rule Accompanied by Harm-Reduction Measures. Journal of Medical Ethics 43 (5): 282–286.CrossRefGoogle Scholar
  15. Robinson, Leigh. 2003. The Business of Sport. In Sport & Society: A Student Introduction, ed. B. Houlihan, 165–183. London: Sage.Google Scholar

Copyright information

© The Author(s) 2018

Authors and Affiliations

  1. 1.Institute of Sports Studies (ISSUL)University of LausanneLausanneSwitzerland

Personalised recommendations