Sport has a multitude of organizations, which are social systems organized for the attainment of particular types of goals. Organizations are characterized by divisions of labor, power, and communication responsibilities through which regularities such as task allocation, supervision, and coordination are developed. Such regularities constitute the organization’s structure, which is described here in terms of formal relations and communication.
John J. Jackson
Per G. Svensson, Fredrik O. Andersson and Lewis Faulk
) organizations is related to the achievement of sustainable change. Yet, systematic research is scarce in this area of the literature. The concepts of organizational capacity and organizational life cycle provide two frameworks that can help contribute to closing this gap in our understanding of the management
Katherine Raw, Emma Sherry and Katie Rowe
The field of sport-for-development (SFD) has grown substantially in recent years ( Schulenkorf, Sherry, & Rowe, 2016 ). As a result, various forms of interorganizational relationships (IORs) and hybrid organizations have emerged in response to opportunities for organizations and stakeholder groups
Nick Takos, Duncan Murray and Ian O’Boyle
decade with substantial efforts made to understand board effectiveness and potential correlates between sport boards and organizational performance ( Hoye & Doherty, 2011 ). For example, sport governance scholars have explored areas such as board roles ( Shilbury, 2001 ; Yeh, Taylor, & Hoye, 2009
Stephen Frawley, Daniel Favaloro and Nico Schulenkorf
leadership talent is much more complicated than it appears. The topic continues to be of significant interest in management studies because strong and effective leadership provides a source of competitive advantage for organizations ( Day, 2001 ). Similarly, the idea of succession management in the context
Adam Love and Seungmo Kim
Sport organizations commit substantial resources toward achieving success. At the elite level, the intense nature of competition has sparked what some researchers refer to as a “global sporting arms race” in which governments and national sport organizations invest ever-increasing sums of money
Marlene A. Dixon and Per G. Svensson
the same time, they felt extremely limited in their capacity to fulfill that dream—how could they build a court? What kinds of activities would they do there? Who could they involve who would make it become a reality without taking it from them? In the search for people and organizations who would
Mike Wallace and W. James Weese
This study was undertaken to investigate the links between transformational leadership, organizational culture, and employee job satisfaction within the 69 Canadian YMCA organizations. Leadership was measured by the Leadership Behavior Questionnaire (Sashkin, 1988), organizational culture by the Organizational Culture Assessment Questionnaire (Sashkin, 1990), and employee job satisfaction by the Job in General Index (Balzer & Smith, 1990). The results of a MÁNOVA and subsequent ANOVA statistical treatments allowed the researchers to conclude that significant differences in organizational culture existed between the YMCA organizations led by high transformational leaders and YMCA organizations led by low transformational leaders. In addition, the YMCA organizations led by high transformational leaders administered organizations that carried out the culture-building activities of managing change, achieving goals, coordinated teamwork, and customer orientation to a greater degree than YMCA organizations led by low transformational leaders. No significant differences in employee job satisfaction levels existed between the YMCA organizations led by high transformational leaders and those led by low transformational leaders.
This study of organizational culture in selected sport associations in Western Australia introduced a quantitative methodology to explore organizational culture to show its usefulness to complement the more qualitative methods traditionally applied to the study of organizational culture. The study used the competing values approach to develop cultural profiles for three sport organizations, which were compared with the sport association members' anecdotal, subjective views of their respective organizations. While the findings reveal evidence of the tensions between volunteers and employees that suggest the existence of subcultures, this study just touches the tip of the organizational culture “iceberg” in sport management. The conclusions indicate some benefits of using the competing values model in conjunction with more qualitative methods to probe sport organizational culture.
Milena M. Parent, Michael L. Naraine and Russell Hoye
Significant changes have occurred in the sport system landscape since Slack and his colleagues (e.g., Kikulis, Slack, & Hinings, 1992 ; Slack & Hinings, 1992 , 1994 ; Thibault, Slack, & Hinings, 1991 , 1992 ) examined the governance and management of Canadian national sport organizations (NSOs