The theoretical rationale underlying this study was that a variety of structural design types exist in amateur sport organizations and that their structural characteristics may be effectively measured, scaled, and compared. Characteristics were defined along three dimensions of organizational structure: specialization, standardization, and centralization. The approach used to identify the structural design types was the creation of an organizational taxonomy. Based on the measurement of 15 structural scales for 59 provincial sport organizations, Ward’s hierarchical fusion algorithm clustering technique was used to partition these data into homogeneous subsets. Analysis revealed 8 structural design types. The results, while providing support for the idea that there is a trend toward a more professional and bureaucratic form for amateur sport organizations, also suggest that it is important to consider the potential variety in the structural design of these organizations.
Lisa M. Kikulis, Trevor Slack, Bob Hinings and Alan Zimmermann
Limited empirical data on the roles associated with boards of directors in nonprofit organizations are available, yet understanding the work of boards is vital to ensure the roles desired by organizational members and the roles required by the organization are being fulfilled. The roles or functions of boards in nonprofit organizations, as found in the management literature, were used to explore the roles associated with a sample of nonprofit amateur sport organizations. Data were generated from a survey of executive directors, volunteer presidents, and volunteer board members of sport organizations housed at Ontario's Provincial Sport Centre in Toronto. The survey data yielded a 4-factor subscale providing support for a theoretical perspective in assessing roles of the board in mission, planning, executive director, and community relations areas. Similarities and differences of respondents by gender and position on ratings of importance and performance for the board roles were explored with implications for board development discussed.
The purpose of this article is to understand the nature of large-scale organizational change within amateur sport through the analysis of a merger between two hockey organizations. This study expands upon the research on Canadian national sport organizations established by Kikulis, Slack, and Hinings (1992) by identifying a new archetype—the Amateur Sport Enterprise. In particular, the study presents a case analysis of the 1994 merger between the Canadian Amateur Hockey Association and Hockey Canada to form the Canadian Hockey Association . The results of the qualitative case study revealed that, contrary to previous notions of archetype coherence, aspects of competing archetypes might coexist within an organizational form or, more specifically, within particular elements of an organizational form. The characteristics of the Amateur Sport Enterprise archetype are discussed and implications for future sport management research are addressed.
Erin E. Redihan
American amateur athletics were foundering. Continuing a precedent set by Lyndon Johnson and Richard Nixon, Ford sought to solve the growing list of problems surrounding the US amateur sport infrastructure, yet he never overstepped the precarious boundaries between government and sport. Unlike his
The Amateur Boxing Association (ABA) is a Canadian provincial sport organization. Recently, the ABA has attempted many innovations in response to strong pressure for change. The success of these attempts has been mixed. This study uses Pettigrew, Ferlie and McKee's (1992) metaphor of context receptivity to explain this outcome variability. Context receptivity is a process-oriented perspective on organizational change behavior. This research is a qualitative, ethnographic case study focussing on two particular ABA innovations. One innovation failed; the other succeeded. These results are consistent with the expectations of context receptivity, which is a useful framework for understanding change outcomes in sport organizations.
Gordon A. Olafson and Dennis W. Hastings
This paper examines the effect of personal style on the administrative behavior of executive directors of sports governing bodies. Seventy-two executive directors from the National Sport and Recreation Centre in Ottawa and the Ontario Sport Administrative Centre in Toronto completed surveys designed to describe personal style (Personal Style Inventory) and administrative behavior (Leadership Behavior Description Questionnaire). Statistical analysis revealed significant differences in behavior based on personal style. The best model of prediction included the behavioral variables of representation, reconciliation, structure, tolerance of freedom, consideration, and predictive accuracy. The results of this study support the hypothesis put forward by Kilmann and Herden (1976) that a person’s behavior in a decision-making role may be a reflection of personal style. These findings suggest that it may be important to understand the contribution of personal style to the decision-making process. Further, this may be a helpful exercise in understanding administrators in many organizations and, particularly as it pertains to this study, in volunteer sport organizations.
Jane Lee Sinden
The present study examines Foucault’s (1977) concept of normalization as it applies to the emotions of female elite amateur rowers. Specifically, this study sought to understand how beliefs about emotion, developed through the normalization process, may coerce athletes to continue to train even when physically unhealthy. Interviews were conducted with 11 retired elite amateur female rowers who suffered health problems while training but continued training despite these health problems. Interpretation of the data suggests that the rowers suppressed emotions to avoid appearing mentally weak, negative, or irrational, despite needing to express their concerns about training volumes and health issues to minimize deleterious effects that continued training eventually had on their health.
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.