, Forbes, Findlay-King, & Macfadyen, 2015 ). A particular focus of the literature is the organizational capacity of CSOs to achieve their mandates of organizing, governing, and delivering sport to new and existing members. Organizational capacity theory contends that certain organizational assets and
Alison Doherty and Graham Cuskelly
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
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.
Per G. Svensson, Seungmin Kang and Jae-Pil Ha
Research studies examining managerial aspects of sport-based social change efforts by sport for development and peace (SDP) organizations are increasingly available in the sport management literature ( Schulenkorf, 2017 ). For example, researchers have examined the organizational capacity of
John Amis, Trevor Slack and C.R. Hinings
The purpose of this study was to investigate the role of subunit interests, power arrangements, and organizational capacity in a program of radical transformation of a group of Canadian National Sport Organizations (NSOs). Using realtime data collected over a 12-year period, six case studies were constructed to provide insight into the role that these internal dynamics had on the propensity of organizations to change. Results showed that NSOs that completed the transformation possessed leadership with the technical and behavioral capacity for change, had an organizational structure in which volunteers were willing to share power with professional staff, and engaged in an all-encompassing transformation process that embraced the entire organization. By contrast, those NSOs that failed to complete the change lacked effective transformational leadership, had a structure in which power was retained centrally by volunteer board members, and were characterized by ongoing struggles among subunits to protect their own interests.
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
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.
Katie E. Misener and Laura Misener
Grace Yan, Ann Pegoraro and Nicholas M. Watanabe
& Sanderson, 2014 ). In the meantime, there is very little systematic examination on the organizational capacity of social media. Such absence of investigation is noted by Gill ( 2016 ), who argues that athlete activism needs to be understood as a complicated social, organizational, and strategic endeavor
Gareth J. Jones, Mike Edwards, Jason N. Bocarro, Kyle S. Bunds and Jordan W. Smith
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.