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
Karsten Elmose-Østerlund, Graham Cuskelly, Jens Høyer-Kruse, and Christian Røj Voldby
community sport organizations . Nonprofit and Voluntary Sector Quarterly, 43 ( Suppl. 2 ), 124 – 142 . doi: 10.1177/0899764013509892 Elmose-Østerlund , K. , Pedersen , M.R.L. , & Ibsen , B. ( 2017 ). Foreningsidrætten anno 2015—status og udviklingstendenser [Voluntary organised sport in 2015
Alison Doherty and Graham Cuskelly
There is growing theoretical and empirical interest in nonprofit voluntary community sport organizations (CSOs) or clubs as a critical part of the sporting landscape ( Doherty & Cousens, 2013 ; Jeanes et al., 2018 ; Macrae, 2017 ; Swierzy, Wicker, & Breuer, 2018 ). These membership organizations
Christine E. Wegner, Bradley J. Baker, and Gareth J. Jones
Volunteers are integral to the functioning of sport events and organizations and have become a key area of sport management scholarship ( Wicker, 2017 ). Community sport organizations (CSOs) represent an important area for research since they are often reliant on volunteers to operate ( Schoenberg
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.
Jennifer E. McGarry, Justin M. Evanovich, Nneka A. Arinze, Kolin Ebron, and Jun Young Cho
Carmen Jackson directs West Jefferson’s Harris Center. Dissatisfied with the efforts of previous partners at the Center, she is looking to form connections with partners with whom she could work alongside to address the interests and needs of West Jefferson’s youth. Specifically, Ms. Jackson is concerned about the lack of structured programming and the low participation rates among girls. Dr. Snow, from nearby Paul Warner College (PWC), was referred to Ms. Jackson as a possible new partner. Dr. Snow saw the potential for college students in her Non-Profit and Community Sport course to engage in projects with the Harris Center. Summer conversations led to plans to begin partnering in the fall. The new school year has arrived. As Ms. Jackson posts flyers about the new partnership per a request from PWC’s media campaign, she is waiting to meet Dr. Snow’s students. Utilizing Parent and Harvey’s model for community-based sport initiatives, the emerging partnership between the Harris Center and PWC has established a mutually beneficial purpose. However, additional antecedents necessary for a successful project could be lacking (i.e., collaborative planning, understanding of the environments, and nature of partners), and not everyone realizes the issues with how the partnership is beginning.
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.