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David Shilbury
David Shilbury
Professor of Sport Management, Deakin University
Verified email at deakin.edu.au
Title
Cited by
Cited by
Year
Strategic sport marketing
A Karg, D Funk
Routledge, 2020
7942020
The attraction, retention/transition, and nurturing process of sport development: Some Australian evidence
K Sotiriadou, D Shilbury, S Quick
Journal of sport management 22 (3), 247-272, 2008
3112008
The role of the board in building strategic capability: Towards an integrated model of sport governance research
L Ferkins, D Shilbury, G McDonald
Sport Management Review 8 (3), 195-225, 2005
2852005
A study of organizational effectiveness for national Olympic sporting organizations
D Shilbury, KA Moore
Nonprofit and voluntary sector quarterly 35 (1), 5-38, 2006
2722006
Board involvement in strategy: Advancing the governance of sport organizations
L Ferkins, D Shilbury, G McDonald
Journal of sport management 23 (3), 245-277, 2009
2702009
Professionalisation, sport governance and strategic capability
D Shilbury, L Ferkins
Managing leisure 16 (2), 108-127, 2011
2642011
Australian elite athlete development: An organisational perspective
KP Sotiriadou, D Shilbury
Sport management review 12 (3), 137-148, 2009
2322009
Sport management in Australia: An organisational overview
D Shilbury, K Rowe
Routledge, 2020
2132020
Developing board strategic capability in sport organisations: The national–regional governing relationship
L Ferkins, D Shilbury
Sport management review 13 (3), 235-254, 2010
2012010
Sport development. Systems, policies and pathways: An introduction to the special issue
D Shilbury, KP Sotiriadou, BC Green
Sport management review 11 (3), 217-223, 2008
1892008
Good boards are strategic: What does that mean for sport governance?
L Ferkins, D Shilbury
Journal of sport management 26 (1), 67-80, 2012
1882012
Sport governance encounters: Insights from lived experiences
D Shilbury, L Ferkins, L Smythe
Sport management review 16 (3), 349-363, 2013
1712013
Corporate social responsibility in professional team sport organisations: Towards a theory of decision-making
C Anagnostopoulos, T Byers, D Shilbury
European Sport Management Quarterly 14 (3), 259-281, 2014
1672014
A conceptual model for sport services marketing research: Integrating quality, value and satisfaction
HM Westerbeek, D Shilbury
International Journal of Sports Marketing and Sponsorship 5 (1), 3-23, 2003
1652003
Increasing the focus on “place” in the marketing mix for facility dependent sport services
HM Westerbeek, D Shilbury
Sport Management Review 2 (1), 1-23, 1999
1551999
The stakeholder dilemma in sport governance: Toward the notion of “stakeowner”
L Ferkins, D Shilbury
Journal of sport management 29 (1), 93-108, 2015
1472015
Implementing corporate social responsibility in English football: Towards multi-theoretical integration
C Anagnostopoulos, D Shilbury
Sport, Business and Management: An International Journal 3 (4), 268-284, 2013
1442013
Examining board member roles, functions and influence: A study of Victorian sporting organizations
D Shilbury
Deakin University, 2001
1392001
Sport development and physical activity promotion: An integrated model to enhance collaboration and understanding
K Rowe, D Shilbury, L Ferkins, E Hinckson
Sport management review 16 (3), 364-377, 2013
1362013
A bibliometric analysis of four sport management journals
D Shilbury
Sport Management Review 14 (4), 434-452, 2011
131*2011
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