capacity and determine community sport organizations’ (CSOs) strengths and challenges with regard to those factors (see Misener & Doherty, 2009 , 2013 ; Sharpe, 2006 ; Wicker & Breuer, 2011 ). This research has implications for capacity building, yet with a few exceptions, there has been limited
Patti Millar and Alison Doherty
Larena Hoeber and Orland Hoeber
There has been little attention given to examining innovation under the conditions in which community sport organizations (CSO) operate. In this case study, the process under which one CSO undertook a technological innovation is explored. The purpose of this research was to classify the determinants that contributed to the innovation process, and identify at which particular stages of innovation those determinants were critical. Interviews and focus groups with key stakeholders were conducted during the innovation process. Observations were made at important points during the implementation of the innovation. Leadership commitment, pro-innovation characteristics, organizational capacity, simple organizational design, and involved and interested external parties were identified as determinants of this technological innovation. The findings illustrate multiple determinants of innovation at the managerial, organization, and environmental levels. Some of these span the entire innovation process, while others are critical only at particular stages.
The purpose of this article is to understand change in community sport organizations (CSOs) by examining the introduction of spontaneous sport activities labeled “drive-in sport” in six Swedish CSOs. Drawing on the theoretical concepts of translation and organizational identity, data from 10 interviews were analyzed to answer how, why, and with what consequences, in terms of organizational change, the focal CSOs interpreted and acted upon the idea of drive-in sport. The findings show that while drive-in sport initially may seem to have changed the CSOs, a closer examination reveals a reproduction of their organizational identities. The findings are discussed in relation to the alignment of the drive-in sport idea with the CSOs’ core purpose and practices and with wider processes of change in the CSOs’ institutional context.
Gareth J. Jones, Christine E. Wegner, Kyle S. Bunds, Michael B. Edwards and Jason N. Bocarro
& Kwauk, 2011 ). Although national and international agencies operate in this context, many American SFD programs are delivered by nonprofit community sport organizations (CSOs). These organizations tend to rely on volunteers more than nonprofits in other industries ( Schoenberg, Cuskelly, & Auld, 2016
Jon Welty Peachey and Adam Cohen
Research partnerships between scholars and sport for development and peace (SDP) organizations are common, but firsthand accounts of the challenges and barriers faced by scholars when forming and sustaining partnerships are rare. Therefore, the purpose of this study was to examine them, and to uncover strategies to overcome these challenges across different partnership contexts. Eight prominent SDP scholars were interviewed. Guided by collaboration theory and the partnership literature, findings revealed challenges included navigating the political and organizational landscape; securing commitments from organizations with limited resources; negotiating divergent goals, objectives, and understandings; and conducting long-term evaluations and research. Strategies to address these issues involved developing strategic partnerships, cultivating mutual understanding, building trust, starting small, finding the cause champion, and developing a track record of success. Key theoretical and practical implications are drawn forth, as well as intriguing future research directions.
Alanna Harman and Alison Doherty
This study examined the psychological contract of volunteer youth sport coaches to determine the content, variation, and influences to its development. Interviews were conducted with 22 volunteer coaches of team sports, representing different levels of play (recreational, competitive), coaching tenure (novice, experienced), and gender (female, male), who were sampled to account for the potential variation based on these demographic factors. The findings revealed that volunteer coaches possessed both transactional and relational expectations of themselves and their club. Coaches’ most frequently cited expectations of themselves were technical expertise (transactional), and leadership (relational), while their most frequently cited expectations of the club were fundamental resources and club administration (transactional), and coach support (relational). Variation was found by different levels of play (recreational, competitive) and coaching tenure (novice, experienced). The coaches’ psychological contract was shaped predominately by sources external to the club. Implications for managing the psychological contract of volunteer youth sport coaches and directions for future research are discussed.
Hazel Maxwell, Carmel Foley, Tracy Taylor and Christine Burton
This paper considers how organizational practices facilitate and inhibit the social inclusion of Muslim women in a community sport setting. A case study of social inclusion practices in an Australian community sport organization (CSO) was built through interviews, focus groups, secondary data, and documentary evidence. Drawing on the work of Bailey (2005, 2008) the analysis employed a social inclusion framework comprised of spatial, functional, relational, and power dimensions. Findings indicated that there are a range of practices which facilitate social inclusion. Paradoxically, some of the practices that contributed to social inclusion at the club for Muslim women resulted in social exclusion for non-Muslim women. Examining each practice from multiple perspectives provided by the social inclusion framework allowed a thorough analysis to be made of the significance of each practice to the social inclusion of Muslim women at the club. Implications for social inclusion research and sport management practice are discussed.
Cathy Mills and Larena Hoeber
Although some elements of community sport organizations (CSOs) are welcoming and shared across all members, others may be contested. Organizational culture provides a conceptual lens through which to understand the meaning and experiences associated with CSOs. As the outer layer of organizational culture (Schein, 1985), artifacts can give further insight into participant experiences. The purpose of this study is to examine members’ perceptions of artifacts in a local figure skating club. We used Martin’s (1992, 2002) three perspectives to illuminate integrated, differentiated, and fragmented perspectives of The Club’s organizational culture. Eight skaters and seven adults from a midsize figure skating club in Canada participated in photo-elicited interviews. We found integration in participants’ discussion of the unique figure skating facility, differentiated perspectives of achievement-oriented artifacts, and fragmented perspectives of the skaters’ dressing rooms. Our research demonstrates the importance of examining the meanings associated with artifacts in sport organizations.
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.
Velina B. Brackebusch
Physical Activity”; 11, “Finance and Budgeting for Community Sport and Physical Activity”; 12, “Leadership and Management in Community Sport Organizations”; and 14, “Monitoring and Evaluation,” all provide excellent theoretical and practical overviews of how to successfully run community sport