Little consensus has emerged about how organizational performance should be defined and measured. Most studies have used traditional approaches to give their own perspective about organizational performance and effectiveness, but none have recently tried to encompass these different views into one unified model. In the present paper, Chelladurai's systems view of organizations is used to integrate the dimensions of organizational performance highlighted by previous studies on non-profit sport organizations. These organizational performance dimensions are highlighted and categorized into macro-dimensions (e.g., financial resources acquisition, size, internal atmosphere, organizational operating, financial independence, achieving elite sport success and mass sport participation). Relationships between these macro-dimensions are analyzed. A multidimensional framework is developed which gives an overview of which dimensions constitute organizational performance in non-profit sport organizations and of how to measure them. Further research directions and management implications are discussed.
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In 2005 and 2006, almost sixty Dutch National Sport Federations (NSFs) participated in a special program for creating a marketing strategy for the next four years. This program was initiated and organized by NOC*NSF (the Dutch Olympic Umbrella Sports Organization). The NSFs had to joint the project to receive funds. For most of them it was the first time they seriously analyzed the market with the aim of developing new programs. The purpose of this paper is to explore to what extent Dutch NSFs are capable to change their structures to become more market oriented and more market responsive in order to write strategic plans. The changed structures are investigated using the "institutional theory" (Tolbert & Zucker, 1996) and are explained by exogenous (market context and institutional context) and endogenous (interests, values, power dependencies, and capacity for action) dynamics from the neo-institutionalist framework (Greenwood & Hinings, 1996). In 2005 NSFs were expected to be in a pre-institutionalized stage, i.e. they were supposed to develop new organizational structures in response to specific problems (Kikulis, 2000). Now, approximately 1½ years after finishing their strategies, the question arises whether they have reached the semi-institutional stage, i.e. whether the new structures or actions are diffused across organizations, yet still subject to change and whether old structures are yet eroding (Kikulis, 2000). Methods Studying the intended structural change of NSFs requires an in-depth study of their social reality and the reactions and interpretations of involved actors, including their applied meanings to certain situations. Greenwood & Hinings (1996) plead for detailed comparative case-studies when studying institutional changes. Therefore three NSFs has been selected: The Royal Dutch Korfball Federation (KorfFed); The Royal Dutch Billiards Federation (BillFed); and the Dutch Jeu de Boules Federation (JeuFed). These three federations differ on size, amount of housed sports, number of associated clubs, sorts of intermediary decision making bodies, employed FTE's, and more. Therefore it is expected that the tempo of institutionalization of the new, market oriented, structures, will differ among them. Sugden & Tomlinson (2002) developed a multi-method style of qualitative research for making sense of the deep, inside information below the surface of everyday life. They call it the "Brighton method. Applying the Brighton method for this research implies that the three cases will be studied with respect to their history, their present marketing actions, their results and the changes in their organization. In-depth interviews, document analysis (policy plans, marketing plans and more), and where possible observations and participations are used to create a critical and investigative view of the organizations in change. Results The KorfFed used the marketing program to further develop existing programs. Although the outcomes of these programs were not new, the program has opened the eyes of the president, director and staff members. They are now conscious of the urgency of a market orientation, and a marketing orientation (a marketing position has already been introduced), and they see opportunities in attracting non-competition playing korfball players. They have, however, not yet reached the phase of semi-institutionalization of the market oriented structures. This can be concluded from the following: - The organization still has an ad-hoc character; - Some board members still make decisions based on their own insights rather than on information from the professional part of the organization; - Decisions to start programs are still grounded on subsidy possibilities rather than on market possibilities. Interest dissatisfaction and power dependencies are the main dynamics that form barriers in the planned organizational change. The BillFed is a federation that covers four disciplines, i.e. pool, snooker, carom, and billiard 3 cushions. The federation used to act upon these four disciplines. The marketing program has made clear that the BillFed should act upon target groups instead of on these disciplines. Therefore, the federation created a vision to reach youth, young adults, as also elderly people. Carrying out this new vision requires a market orientated structure (focus on target groups) instead of an internal orientated structure (focus on discipline groups). This new vision is created on an upper level (general board together with professional staff) in the organization. This federation also introduced a professional marketing position. Unfortunately, the underlying layers remain slightly passive and are not willing to work along the new structures, which mean that the new structures have not been diffused across the whole organization. Interest dissatisfaction, value commitments and power dependencies are the problematic dynamics. The JeuFed used to have a strong competition and tournament (internal) orientation, while many jeu-de-boules players play the game just for fun. The marketing program has created the insight that the just-for-fun players are also an important target group. Hence, 3 projects are developed to make club membership more attractive for all jeu-de-boules players. Since the federation never worked with projects before, they just found out that implementing projects such as these requires new structures. The JeuFed has just arrived in the pre-institutionalized phase, still far away from the semi-institutionalized chapter. Power dependencies and a lack of capacity for change are influencing dynamics in this case. Discussion Although it is already 1½ years ago that Dutch NSFs finished their marketing program, in none of the described cases the new structures have reached the semi-institutional stage. These new structures or actions are not yet diffused across the organizations, and the old structures are not eroding. In all three cases another combination of endogenous dynamics are influencing the process of organizational change. Continuing research is needed to find out whether these federations will ever reach the next stage of institutionalization and which dynamics will play an important role.
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The Sport Empowers Disabled Youth 2 (SEDY2) project encourages inclusion and equal opportunities in sport for youth with a disability by raising their sports and exercise participation in inclusive settings. The SEDY2 Inclusion Handbook is aimed at anybody involved in running or working in a sport club, such as a volunteer, a coach, or a club member. The goal of the handbook is to facilitate disability inclusion among mainstream sport providers by sharing SEDY2 project partners’ best practices and inclusive ideas.
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This book fills an important gap in the sport governance literature by engaging in critical reflection on the concept of ‘good governance’. It examines the theoretical perspectives that lead to different conceptualisations of governance and, therefore, to different standards for institutional quality. It explores the different practical strategies that have been employed to achieve the implementation of good governance principles. The first part of the book aims to shed light on the complexity and nuances of good governance by examining theoretical perspectives including leadership, value, feminism, culture and systems. The second part of the book has a practical focus, concentrating on reform strategies, from compliance policies and codes of ethics to external reporting and integrity systems. Together, these studies shed important new light on how we define and understand governance, and on the limits and capabilities of different methods for inducing good governance. With higher ethical standards demanded in sport business and management than ever before, this book is important reading for all advanced students and researchers with an interest in sport governance and sport policy, and for all sport industry professionals looking to improve their professional practice.
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This book provides a sample of studies and concepts created within the project Media ENriched Sport ExperienceS (MENSES). A project powered by Hilversum Media Campus, ZIGGO and Breda University of Applied Sciences. MENSES aims to create new media enriched sport experiences, by means of introducing innovative digital concepts combining media entertainment and live sport content. It wants to share building stones and blueprints to be accessed in Hilversum. As such it will help organizations to answer the question how live and broadcasted sport experiences can be enriched by means of new digital strategies. By combining interaction, transformation and data enrichment, the mediated and live sport events should be turned into a memorable sport experience
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The ‘Sport Physical Education and Coaching for Health (SPEACH) project, co-financed by the Erasmus+ Programme of the European Union (2015-2017) aims to increase awareness and behavioral change in sport professionals and European citizens towards an active and healthy lifestyle. The target is to develop and test Health Enhancing Physical Activities or HEPA modules that can be integrated in Physical Education Training Education structures and Sport Coaching courses. The different steps in this EU project are: (1) needs analyses among students (survey, interviews, focus groups), (2) development of most relevant HEPA modules based on the needs analysis results, (3) teach-the-teacher course (4) testing of 3 selected HEPA modules in a real-life setting with physical education and sport coaching students (n=60, from 8 countries) and teachers (n=12, from 7 countries), (5) sustainability of the project results, coordinated by the European Network of Sport Education (ENSE). The project is in its last phase (step 6). The titles of the three field-tested modules are (a) Development of a family-based HEPA project in the school & sport club context, (b) Promoting health enhancing physical activity among children and youth, and (c) Designing educational sport environments for children with special needs. The presentation will illustrate how the module on family-based HEPA was build up in content and didactical approach. The students were given the task to work out a health promotion project together with local sport clubs, school(s) and other local organizations. The goal of the intervention was to enhance (and maintain) health with children and make sure that parents are aware of possibilities to integrate PA in daily life for their children and themselves. A stepwise approach in small students groups was worked out concentrating on the themes: insight in stakeholders and their role in health promotion, behavior change theories, motivational interviewing and intervention mapping protocol. Advices for implementation on different educational levels (vocational, bachelor and master) and usefulness at national and international educational contexts will be given for the family-based module and for the project in general. Acknowledgements: this project is co-finance by the Erasmus+ programme of the European Union, 557083-EPP-1-2014-1-NL-SPO-SCP) Keywords: health policy, family-based intervention, school and sport club context, teacher training, sport coaching courses,
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Various discourses construct youth sport as a site for pleasure and participation, for positive development, for performance and for protection/safeguarding. Elite youth sport however continues to be a site for emotionally abusive coaching behaviour. Little attention has been paid to how the institutional context may enable or sustain this behaviour. Specifically, how do coaches and directors involved in high-performance women’s gymnastics position themselves in relationship to these discourses to legitimize the ways they organize and coach it? We drew on a Foucauldian framework to analyse the technologies and rationalities used by directors and coaches of elite women’s gymnastics clubs to legitimize and challenge current coaching behaviours. The results of the 10 semi-structured interviews showed how coaches and directors legitimized coaching behaviour using discourses of pleasure, protection, performance and of coaching expertise and assigning responsibility for current coaching behaviour to athletes, parents, (other) coaches and global and national policies.
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Dutch National Sports Organizations (NSFs) is currently experiencing financial pressures. Two indications for this are described in this paper i.e. increased competition in the sports sector and changes in subsidy division. Decreasing incomes from subsidies can be compensated with either increasing incomes from a commercial domain or increasing incomes from member contributions. This latter solution is gaining interest as a solution for the uncertainties. Many NSFs have therefore participated in a special marketing program in order to enlarge their marketing awareness and create a marketing strategy, in order to (re)win market share on the sports participation market and gain a more stable financial situation. This paper introduces my research related to the introduction of marketing techniques within NSFs and the change-over to become market oriented. An overview of existing literature about creating marketing strategies, their implementation, and market orientation is given. This outline makes obvious that the existing literature is not sufficient for studying the implementation of marketing techniques and market orientation within NSFs. Therefore, it shows the scientific relevance of my research. The paper concludes with the chosen research methodology.
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Today, Dutch National Non-profit Sports Organizations (NNSFs) experience financial pressures. Two indications for this are described in this paper i.e. increased competition in the sports sector and changes in subsidy division. Decreasing incomes from subsidies can be compensated with either increasing incomes from a commercial domain or increasing incomes from member contributions. This last solution has been the motive for the increasing interest in the use of marketing techniques as a solution for the growing uncertainties. Many NNSFs have participated in a special marketing program in order to enlarge their marketing awareness and create a marketing strategy. This paper deals with possible impediments resulting from the implementation of the marketing strategies. It is primarily based on a literature review, however, the first results from a qualitative research to the increasing use of marketing techniques among NNSFs provides insights in the experienced impediments of NNSFs .
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This research aims to investigate the usefulness of a connected leadership model for sport organizations. The following research questions were designed: 1) How can professional sport managers successfully make use of thedevelopments of new professionalism (Leijnse, Hulst & Vromans, 2006), the new way of working and managerial leadership? 2) What are the features of a connected managerial leadership model? 3) What are the designprinciples of an applicable learning environment for professional sport managers 2.0? 4) What are thesimilarities or differences of connected managerial leadership in traditionally organized sports?
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