Interorganizational partnerships have been used by nonprofits in a variety of industries to build organizational capacity, yet they are currently underutilized by many youth sport nonprofit organizations. While previous research has highlighted key features of dyadic relationships that inhibit the development and maintenance of partnerships, there has been less attention to the influence of broader or complete networks. This study examined key structural properties of a youth sport nonprofit network in one municipality to determine how interorganizational partnerships were used to build organizational capacity. Whole network analysis was used to study partnerships between youth sport nonprofits and analyze the configuration and structural features of the network. Results indicated a fragmented network of youth sport nonprofit organizations, with the majority of organizations operating independently of one another, and the network itself characterized by unbalanced ties. The discussion highlights how this network structure influences organizational action and contributes to relational issues often observed at the dyadic level. The introduction of a third-party brokerage organization is discussed as a potentially useful strategy for improving this network structure.
Gareth J. Jones, Mike Edwards, Jason N. Bocarro, Kyle S. Bunds and Jordan W. Smith
Julie Legg, Ryan Snelgrove and Laura Wood
The purpose of this study was to examine the process of change at the level of youth sport by identifying the impetus for change, responses to change by stakeholders, and factors that constrained or aided the change process. Theoretically, this study builds upon an existing integrative change model. The context of this research is two youth soccer associations in Ontario, Canada, undergoing a long-term structural redesign mandated by the provincial soccer association. Stakeholders from local soccer clubs, as well as the Ontario Soccer Association (N = 20), identified key factors influencing the implementation and success of change. Pressures to change and individual efforts made by board members, coaches, and parents were noted as aiding the change process. Limited collaboration with stakeholders, poor communication, misunderstandings of the change, and constrained organizational capacity negatively affected the change process.
Larena Hoeber and Orland Hoeber
There has been little attention given to examining innovation under the conditions in which community sport organizations (CSO) operate. In this case study, the process under which one CSO undertook a technological innovation is explored. The purpose of this research was to classify the determinants that contributed to the innovation process, and identify at which particular stages of innovation those determinants were critical. Interviews and focus groups with key stakeholders were conducted during the innovation process. Observations were made at important points during the implementation of the innovation. Leadership commitment, pro-innovation characteristics, organizational capacity, simple organizational design, and involved and interested external parties were identified as determinants of this technological innovation. The findings illustrate multiple determinants of innovation at the managerial, organization, and environmental levels. Some of these span the entire innovation process, while others are critical only at particular stages.
Katherine Raw, Emma Sherry and Katie Rowe
, and enhanced organizational capacity ( Svensson, Andersson, & Faulk, 2018 ). Furthermore, these IORs can also offer mutually beneficial exchanges, whereby external organizations donate equipment or funding to SFD organizations, and this favor is returned by promoting the donor’s brand ( Holmes et
Jon Welty Peachey, Laura Burton, Janelle Wells and Mi Ryoung Chung
& Cohen, 2016 ). Some SDP organizations/initiatives experience challenges in developing organizational capacity over the long term to effectively carry out their missions ( Svensson & Hambrick, 2016 ), whereas others have passionate leaders who may or may not have the requisite business acumen to foster
Erik L. Lachance and Milena M. Parent
development programs (e.g., Taks, Green, Misener, & Chalip, 2014 ); organizational capacity (e.g., Wicker & Breuer, 2013 ); and event legacies (e.g., Misener, Darcy, Legg, & Gilbert, 2013 ), as well as contexts such as the Paralympic Games (e.g., Darcy, Dickson, & Benson, 2014 ) and Special Olympics World
Gareth J. Jones, Christine E. Wegner, Kyle S. Bunds, Michael B. Edwards and Jason N. Bocarro
can lead to unbalanced leadership systems that limit the voice of certain groups (e.g., low socioeconomic status, racial/ethnic minority, immigrant; Skinner et al., 2008 ). Moreover, as many SFD organizations struggle to build and maintain organizational capacity, leaders may simply struggle to
Orland Hoeber, Ryan Snelgrove, Larena Hoeber and Laura Wood
, thematic analysis has been used in other sport management domains, such as an analysis of Paralympic legacy ( Misener, Darcy, Legg, & Gilbert, 2013 ), the identification of organizational capacity challenges for a community sport organization ( Misener & Doherty, 2009 ), a description of the organizational
Per G. Svensson and Richard Loat
‐sector community collaboratives as vehicles for building organizational capacity . American Journal of Community Psychology, 48 , 193 – 207 . PubMed ID: 21061057 doi:10.1007/s10464-010-9364-3 10.1007/s10464-010-9364-3 Nowell , B. , & Harrison , L.M. ( 2010 ). Leading change through collaborative
Gareth J. Jones, Katie Misener, Per G. Svensson, Elizabeth Taylor and Moonsup Hyun
traditions has established the importance of IORs to accessing embedded resource networks ( Marlier et al., 2015 ); building organizational capacity ( Misener & Doherty, 2013 ); and stabilizing resource pools in the face of ever-changing social, political, and economic environments ( Balduck, Lucidarme