Competition for medals at international stages is increasing, and many nations have adopted strategic approaches toward sporting success. Over time, this commitment has resulted in snowballing amounts of money invested in elite sport 1 development by many nations ( De Bosscher, Shibli, Westerbeek
Jens De Rycke, Veerle De Bosscher, Hiroaki Funahashi and Popi Sotiriadou
Liam J.A. Lenten, Aaron C.T. Smith and Ralph-Christopher Bayer
Performance-enhancing substance(s) (PES) use in elite sport has become so endemic that a global law enforcement body was established by International Olympic Committee (IOC) administrators to monitor its use and prosecute athlete transgressors. As established in 1999, the World Anti-Doping Agency
Jasper Truyens, Veerle De Bosscher and Popi Sotiriadou
Research on elite sport policy tends to focus on the policy factors that can influence success. Even though policies drive the management of organizational resources, the organizational capacity of countries in specific sports to allocate resources remains unclear. This paper identifies and evaluates the organizational capacity of five sport systems in athletics (Belgium [separated into Flanders and Wallonia], Canada, Finland, and the Netherlands). Organizational capacity was evaluated using the organizational resources and first-order capabilities framework (Truyens, De Bosscher, Heyndels, & Westerbeek, 2014). Composite indicators and a configuration analysis were used to collect and analyze data from a questionnaire and documents. The participating sport systems demonstrate diverse resource configurations, especially in relation to program centralization, athlete development, and funding prioritization. The findings have implications for high performance managers’ and policy makers’ approach to strategic management and planning for organizational resources in elite sport.
Veerle De Bosscher, Simon Shibli, Maarten van Bottenburg, Paul De Knop and Jasper Truyens
This article aims to make a contribution to comparative sport research and details a method for comparing nations’ elite sport systems less descriptively by measuring and comparing determinants of national competitiveness quantitatively. A mixed methods exploratory sequential design is used, consisting of two distinct phases. After qualitative exploration, a conceptual model was developed, revealing that there are nine sport policy dimensions or ‘pillars’ that are important for international sporting success. This article focuses on a second quantitative phase, where the model was tested in a pilot study with six sample nations to develop a scoring system. Data from each nation were collected through an overall sport policy questionnaire completed in each country, and through a survey with the main stakeholders in elite sport, namely athletes (n = 1090), coaches (n = 253), and performance directors (n = 71). Reflecting recognized principles of economic competitiveness measurement, this article demonstrates how 103 critical success factors containing quantitative and qualitative data can be aggregated into a final percentage score for the sample nations on each pillar. The findings suggest that the method is a useful way for objective comparison of nations, but it should not be isolated from qualitative descriptions and from a broader understanding of elite sport systems.
Rachel Arnold, David Fletcher and Jennifer A. Hobson
athletes and their teammates. As leadership and management are highly contextual in nature (cf. Avolio, 2007 ; Osborn, Hunt, & Jauch, 2002 ), we explore the elite sport context because previous work has concluded that “the way individuals are led and managed will become an increasingly important factor
Mathew Dowling and Jimmy Smith
This investigation examined how Own the Podium (OTP) has contributed to the ongoing development of highperformance sport in Canada. In adopting an institutional work perspective, we contend that OTP’s continuance has not been the sole product of Canada’s success at the Olympic and Paralympic Games or lobbying efforts to secure additional funding. Rather, OTP’s permanence can also be explained as the by-product of the activities and actions of OTP itself and its supporting stakeholders to embed and institutionalize both the organization specifically and high-performance sport more generally in the Canadian sport landscape. In short, OTP’s continued existence can, in part, be explained by ongoing institutional work. To support our contentions, we draw on and analyze documentation that was either produced by, or significant to the development of, OTP. Our analysis identifies a number of OTP-related practices (e.g., tiering, hiring of high-performance advisors, and the creation and support of new high-performance sport programs) that have further institutionalized OTP and the norms, routines, and practices associated with high-performance sport. More broadly, our investigation draws attention to the importance of individual and collective actors in shaping institutional settings in sport.
Popi Sotiriadou, Jessie Brouwers, Veerle De Bosscher and Graham Cuskelly
Previous studies acknowledge the importance of sporting organizations’ developing partnerships with clubs for athlete development purposes. However, there are no studies that address the way partnerships influence athlete progression and pathways. This study explores interorganizational relationships (IORs) between a tennis federation and tennis clubs in their efforts to improve player development processes. Document analysis and semistructured interviews with representatives from clubs and the Flemish federation were used. The findings show that the federation and the clubs engaged in IORs to achieve reciprocity and efficiency. The federation anticipated gaining legitimacy and asymmetry, and clubs expected to develop stability. Formal and informal control mechanisms facilitated IOR management. The conceptual model discussed in this study shows the types of IOR motives, management, and control mechanisms that drive and influence the attraction, retention/ transition, and nurturing processes of athlete development.
Lynley Ingerson and Michael L. Naraine
.statista.com ). Prior to the development of the Buffalo Entertainment Center (BEC), the largest indoor stadium in Buffalo currently holds less than 15,000 seats. The new versatile BEC will be owned and controlled by the Braves and provides a much needed high tech facility for elite sport, entertainment, and conventions
G. Matthew Robinson, Mitchell J. Neubert and Glenn Miller
student-athletes at a university in Seoul, South Korea, that concluded that servant leadership by elite sport coaches positively influenced both the student-athletes’ immersion in the sport and athletic achievement. Their results also revealed that sport immersion, which refers to an athlete’s deep mental
Jörg Vianden and Elizabeth A. Gregg
to recruit and retain students, faculty, and administrators who are not only capable of functioning in a diverse world but who also advocate for social justice ( Brooks et al., 2013 ). Similar to their elite sport executive counterparts, heterosexual white college men from affluent backgrounds hold