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Patti Millar and Alison Doherty

Organizational capacity is the assets and resources an organization draws on to achieve its goals ( Hall et al., 2003 ). It has been the focus of increasing attention in the nonprofit sector and community sport context in particular, as scholars endeavor to understand the critical dimensions of

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Jules Woolf, Jess C. Dixon, B. Christine Green and Patrick J. Hill

whether he had a bigger issue on his hands than just a volatile Athletic Director. As he pondered what to do, Jacobs opened up his laptop. As part of an organizational audit, he recently had several key personnel complete a questionnaire, and had personally met with many employees to learn about the work

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Chris Wagstaff, Rebecca Hings, Rebecca Larner and David Fletcher

associated with the organization in which they operate (see Arnold, & Fletcher, 2012 ; Fletcher, Hanton, & Mellalieu, 2006 ). With regard to the prevalence of these demands, sport performers have been found to experience and recall more organizational stressors than stressors associated with competitive

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Eunyoung Kim and Wilson Lowrey

to be supportive of large institutions in their own cities when these institutions face crises. Specifically, using the Ray Rice case, this study examines the context that encourages Baltimore media’s supportive coverage of a top local sport organization. It is expected that the team’s boost to the

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Stefan Walzel, Jonathan Robertson and Christos Anagnostopoulos

been an ongoing matter for sports managers and researchers, revolving around economic, legal, social, and ethical issues sports organizations should constantly address and strategically incorporate in their business activities. Notwithstanding the importance of economic viability and legitimacy from

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Gareth J. Jones, Christine E. Wegner, Kyle S. Bunds, Michael B. Edwards and Jason N. Bocarro

promoting community development ( Schulenkorf, Sherry, & Rowe, 2016 ). Well-designed SFD programs provide settings to unite divided communities behind sport teams, events, and programs ( Schulenkorf, 2010 ), and the strategic management of SFD organizations can help strengthen social relations and build

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Grace Yan, Ann Pegoraro and Nicholas M. Watanabe

to university administrative changes within a significantly shorter amount of time. Although an array of reasons must be considered, the use of Twitter in organizing the protest must be critically accounted for. That is, considering the restrictive organizational culture and process of the National

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Lynley Ingerson and Michael L. Naraine

Australia (TA), helping these organizations re-package aspects of culture and rebuild their public profile. He relished the challenge of developing credibility and trustworthiness as part of a sport organization’s corporate culture. More specifically, he was able to demonstrate how an organization was able

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P. Chelladurai

Several models of organizational effectiveness are integrated into a comprehensive framework from a viewpoint of organizations as open systems. The multidimensionality of effectiveness is seen as emanating from both the input-throughput-output conceptualization of an organization and the distinctive domains of activities of an organization. The relevance of specific dimensions of effectiveness is said to be contingent upon the type of organization and/or the domain of activities the organization is engaged in. The paper describes the multiple constituency approaches that variously emphasize the need to satisfy the powerful groups, the least advantaged groups, or different groups at different times. The position taken in this paper, however, advocates the perspective of the “prime beneficiary.”

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David Fletcher, James L. Rumbold, Robert Tester and Matthew S. Coombes

This study extends stress research by exploring sport psychologists’ experiences of organizational stressors. Twelve accredited sport psychologists (6 academics and 6 practitioners) were interviewed regarding their experiences of organizational stress within their jobs. Content analysis involved categorizing the demands associated primarily and directly with their occupation under one of the following general dimensions: factors intrinsic to sport psychology, roles in the organization, sport relationships and interpersonal demands, career and performance development issues, and organizational structure and climate of the profession. A frequency analysis revealed that academics £AOS = 201) experienced more organizational stressors than practitioners £APOS = 168). These findings indicate that sport psychologists experience a wide variety of organizational stressors across different roles, some of which parallel those found previously in other professions. The practical implications for the management of stress for sport psychologists are discussed.