Neighbours have been found to influence each other’s behaviour (contagion effect). However, little is known about the influence on sport club membership. This while increasing interest has risen for the social role of sport clubs. Sport clubs could bring people from different backgrounds together. A mixed composition is a key element in this social role. Individual characteristics are strong predictors of sport club membership. Western high educated men are more likely to be members. In contrast to people with a nonWestern migration background. The neighbourhood is a more fixed meeting place, which provides unique opportunities for people from different backgrounds to interact. This study aims to gain more insight into the influence of neighbours on sport club membership. This research looks especially at the composition of neighbour’s migration background, since they tend to be more or less likely to be members and therefore could encourage of inhibit each other. A population database including the only registry data of all Dutch inhabitants was merged with data of 11 sport unions. The results show a cross-level effect of neighbours on sport club membership. We find a contagion effect of neighbours’ migration background; having a larger proportion of neighbours with a migration background from a non-Western country reduces the odds, as expected. However, this contagion effect was not found for people with a Moroccan or Turkish background.
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Aspects of involvement in sports and active leisure in an organized context have been extensively investigated, but none of these studies provides a comprehensive picture of the membership involvement of members in voluntary clubs (MI). Our research aims to obtain an overview of existing knowledge on MI by conducting a systematic review study of academic articles. The results show that, over the years, insights into MI have increased, inducing a well-elaborated concept. MI appears to be shaped by three main dimensions (i.e., participation, personal relevance, social world), four groups of predictors (i.e., personal characteristics, psychological, organizational, and social aspects) and three levels of outcomes, for individuals (i.e. health, skills, diversion, social connectedness), organizations (i.e., support and loyalty) and society (i.e., healthy life style, social capital, learning communities). Moreover, we show a circular effect of the outcome-aspects that also predict MI. Based on these results, we develop a framework of membership involvement, propose future research directions, and discuss scientific and practical implications.
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Virtual communities are online spaces with potential of integration of (member-generated) content and conversations [7,8]. In our research project we are interested in the adoption and building of virtual communities in organized sports, that is to say in the voluntary sports clubs (VSCs) in the Netherlands. Since these VSCs have massively transferred their communication with members from paper club magazines to online channels, these virtual communities arise from the use of a growing number of websites, e-mail and social network sites (SNSs). Although virtual communities are broadly investigated, such as social communities, brand communities, and public communities, there is little scholarly interest in virtual communities of member organizations that VSCs are an example of. The study that is to be presented at SECSI 2019 concerns the clubs’ use of SNSs (ClubSNSs), such as Facebook and Twitter, within the virtual communities. These SNSs are increasingly used by the VSCs to facilitate organizational communication and to obtain a good internal climate [9]. However, academic understanding of the impact of ClubSNSs’ content and conversations on the organizational performance of the VSC is in its infancy. In our study, we examined this impact of ClubSNSs use on the involvement among members and whether we can explain this by members’ identification with the club. Furthermore, we have tried to categorize ClubSNSs by content types, such as informative, conversational or sociable ClubSNSs, and their role in stimulating the use of ClubSNSs. In this way we attempted to gain insight into the effect of types of ClubSNSs’ content and conversations on membership involvement and the mediating role of identification with the club. This insight can help VSCs to develop effective ClubSNS channels that contribute to organizational goals such as supportive and loyal membership.
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Collaborative networks for sustainability are emerging rapidly to address urgent societal challenges. By bringing together organizations with different knowledge bases, resources and capabilities, collaborative networks enhance information exchange, knowledge sharing and learning opportunities to address these complex problems that cannot be solved by organizations individually. Nowhere is this more apparent than in the apparel sector, where examples of collaborative networks for sustainability are plenty, for example Sustainable Apparel Coalition, Zero Discharge Hazardous Chemicals, and the Fair Wear Foundation. Companies like C&A and H&M but also smaller players join these networks to take their social responsibility. Collaborative networks are unlike traditional forms of organizations; they are loosely structured collectives of different, often competing organizations, with dynamic membership and usually lack legal status. However, they do not emerge or organize on their own; they need network orchestrators who manage the network in terms of activities and participants. But network orchestrators face many challenges. They have to balance the interests of diverse companies and deal with tensions that often arise between them, like sharing their innovative knowledge. Orchestrators also have to “sell” the value of the network to potential new participants, who make decisions about which networks to join based on the benefits they expect to get from participating. Network orchestrators often do not know the best way to maintain engagement, commitment and enthusiasm or how to ensure knowledge and resource sharing, especially when competitors are involved. Furthermore, collaborative networks receive funding from grants or subsidies, creating financial uncertainty about its continuity. Raising financing from the private sector is difficult and network orchestrators compete more and more for resources. When networks dissolve or dysfunction (due to a lack of value creation and capture for participants, a lack of financing or a non-functioning business model), the collective value that has been created and accrued over time may be lost. This is problematic given that industrial transformations towards sustainability take many years and durable organizational forms are required to ensure ongoing support for this change. Network orchestration is a new profession. There are no guidelines, handbooks or good practices for how to perform this role, nor is there professional education or a professional association that represents network orchestrators. This is urgently needed as network orchestrators struggle with their role in governing networks so that they create and capture value for participants and ultimately ensure better network performance and survival. This project aims to foster the professionalization of the network orchestrator role by: (a) generating knowledge, developing and testing collaborative network governance models, facilitation tools and collaborative business modeling tools to enable network orchestrators to improve the performance of collaborative networks in terms of collective value creation (network level) and private value capture (network participant level) (b) organizing platform activities for network orchestrators to exchange ideas, best practices and learn from each other, thereby facilitating the formation of a professional identity, standards and community of network orchestrators.
Since March 2013, Paul Peeters is a member of the ICAO/CAEP Working Group 3, which is responsible for setting a new fuel efficiency standard for of civil aviation. He does so for the International Coalition for Sustainable Aviation (ICSA). ICSA was established in 1998 by a group of national and international environmental NGOs as official observers. Since its inception, ICSA has contributed to CAEP’s work on technical means to reduce emissions and noise, the role of market-based measures, supporting economic and environmental analysis, modelling and forecasting, and ICAO’s carbon calculator. It has also been invited to present its views at ICAO workshops on carbon markets and bio-fuels, and has presented to the high-level Group on Internation Aviation and Climate Change (GIACC). ICSA uses the expertise within its NGO membership to formulate its co-ordinated positions. To gain the broadest level of understanding and input from environmental NGOs, ICSA communicates with, and invites comment from, other NGO networks and bodies working in related areas. ICSA’s participation in ICAO and CAEP meetings is currently provided by the Aviation Environment Federation (AEF), the International Council for Clean Transportation (ICCT) and Transport and Environment (T&E). See http://www.icsa-aviation.org
The project tries to promote social inclusion by engaging different groups of young adults in a variety of cultural activities.Cultural activities such as visiting a museum or attending a theatre show more often act as a marker of social boundaries than as an invitation for social interaction. To reverse the resulting social fragmentation, members of separate ‘bubbles’ have to share time, place, content, and experience.For cultural activities, this means bringing in as well as emotionally engaging both frequent and infrequent visitors in joint experiences. In this project we measured how frequent and infrequent young adult visitors experience cultural activities, as well as their overall post-experience evaluations. Measuring experiences of participants both inside and outside the cultural ‘bubble’ is needed to understand a) how social group membership affects emotional engagement and b) how to develop policy to promote social interaction and to broaden social inclusion amongst young people.Partners: Tilburg University, Stichting Cultuurmarketing, Theaters Tilburg en Rotterdam, Museum Groningen
