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Katie Misener and Alison Doherty

As a pivotal part of the nonprofit and voluntary sector, community sport organizations provide opportunities for active participation, social engagement, and community cohesion. This study examined the nature and impact of organizational capacity in one nonprofit community sport club to identify factors that affect the ability of this organization to fulfill its mandate and provide sport opportunities in the community. Hall et al.’s (2003) multidimensional framework of human resources, financial, relationships/ networks, infrastructure and process, and planning and development capacity was used. The study incorporated interviews with board members and coaches as well as active-member researcher observations (Adler & Adler, 1987). Key strengths and challenges of each capacity dimension were uncovered, and connections among the dimensions were revealed. The relatively greater importance of human resources and planning and development capacity for goal achievement was identified. The findings support the use of a multidimensional approach for generating a comprehensive understanding of organizational capacity in community sport, and for identifying where and how capacity may be enhanced.

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Edited by Katie Misener and Laura Misener

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Jesse Sakires, Alison Doherty and Katie Misener

This study examined perceptions and correlates of role ambiguity among sport administrators in voluntary sport organizations. Building on the seminal work of Kahn, Wolfe, Quinn, Snoek, and Rosenthal (1964), a multidimensional measure of role ambiguity in the organizational setting was developed for this purpose. The sample consisted of 79 paid staff and 143 volunteer board members from provincial voluntary sport organizations. Respondents completed an online questionnaire that included items pertaining to role ambiguity, job satisfaction, organizational commitment, effort, and demographic variables including age, gender, position, organization tenure, and position tenure. Preliminary support was found for a three-dimensional model of role ambiguity consisting of scope of responsibilities ambiguity, mean-sends knowledge ambiguity, and performance outcomes ambiguity. Role ambiguity was negatively associated with age, job tenure, and organization tenure, with more years of experience reflecting greater role clarity. Greater role ambiguity was also associated with lower levels of satisfaction, organizational commitment, and effort. In addition, ambiguity pertaining to scope of responsibilities was the primary predictor of both satisfaction and organizational commitment, while performance outcomes ambiguity and means-ends knowledge ambiguity significantly predicted effort. Implications for the management of role ambiguity in voluntary sport organizations, and the merits of a multidimensional approach to understanding this phenomenon, are discussed.

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Daniel Wigfield, Ryan Snelgrove, Luke R. Potwarka, Katie Misener and Laura Wood

Mano Watsa, President of Point Guard College (PGC) Basketball, is contemplating the next direction to take his organization. His co-owner, Nicole, is adamant that the next five years should be focused on growing PGC Basketball. Like Nicole, Mano would love to see PGC Basketball continue to grow; however, he is skeptical about focusing on growth when the organization is facing some significant challenges. Specifically, PGC Basketball is faced with a low athlete annual retention rate (i.e., 20%) and camps in some regions operating below 70% capacity. In addition, Mano recognizes that PGC Basketball has issues achieving consistency within their operations to ensure quality control, promoting their summer camps within all the markets they serve, as well as attracting and retaining top talent to work as camp instructors. Mano must determine the best strategy to implement for PGC Basketball to continue its success over the next five years.