develop a set of hypotheses regarding the collective relationships between human resources capacity, shared leadership, organizational performance, and innovative work behavior. We test our proposed model through structural equation modeling, which allows us to get more adequate estimates of the direct
Per G. Svensson, Seungmin Kang, and Jae-Pil Ha
Alison Doherty and Graham Cuskelly
human resources, infrastructure, finance, planning and development, and relationships and network capacity ( Balduck, Lucidarme, Marlier, & Willem, 2015 ; Cordery, Sim, & Baskerville, 2013 ; Swierzy et al., 2018 ; Wicker & Breuer, 2011 , 2013 , 2014 , 2015 ; Wicker, Breuer, Lampert, & Fischer
Per G. Svensson, Fredrik O. Andersson, and Lewis Faulk
al. ( 2003 ) developed a model of capacity based on their national study of nonprofit and voluntary organizations in Canada, which identifies the following five capacities: (a) human resources capacity, (b) financial capacity, (c) external partnership capacity, (d) internal infrastructure capacity, and (e
Peter W. Grandjean, Burritt W. Hess, Nicholas Schwedock, Jackson O. Griggs, and Paul M. Gordon
Kinesiology programs are well positioned to create and develop partnerships within the university, with local health care providers, and with the community to integrate and enhance the activities of professional training, community service, public health outreach, and collaborative research. Partnerships with medical and health care organizations may be structured to fulfill accreditation standards and the objectives of the “Exercise is Medicine®” initiative to improve public health through primary prevention. Barriers of scale, location, time, human resources, and funding can be overcome so all stakeholder benefits are much greater than the costs.
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.
Dennis Smart, Jason Winfree, and Richard Wolfe
Smart and Wolfe (2003) assessed the concurrent contribution of leadership and human resources to Major League Baseball (MLB) team performance. They found that player resources (defense/pitching and offence/batting) explained 67% of the variance in winning percentage, whereas leadership explained very little (slightly more than 1%) of the variance. In discussing the minimal contribution of leadership to their results, the authors suggested that future studies expand their operationalization of leadership. That is what is done in this study. Finding that the expanded operationalization has limited effect in explaining the contribution of leadership, we take an alternative tack in attempting to understand leadership in MLB. In addition, we estimate a production frontier (based on offensive and defensive resources), determine the efficiency of MLB managers relative to that frontier, and investigate the extent to which manager efficiency can be explained by manager characteristics. Finally, manager characteristics are related to manager compensation.
Kathleen Benjamin, Nancy Edwards, and Wenda Caswell
In 2006, the authors conducted a multisite qualitative study in Ottawa, Ontario, Canada to examine organizational and environmental factors that influence physical activity for long-term-care (LTC) residents. The article describes the results of interviews with 9 administrators from nonprofit and for-profit LTC facilities. A content analysis revealed that despite having positive views about the value of physical activity, the administrators encountered challenges related to funding, human resources, and the built (physical) environment. The intersection of staffing issues and challenges in the built environment created less than optimal conditions for physical activity programs. Findings suggest that until there are adequate human and financial resources, it will be difficult to implement evidence-informed physical activity programs for residents in LTC settings in Ontario. A review of provincial LTC standards for physical activity program requirements and the built environment is warranted.
Milena M. Parent
The purpose of this article is to develop a framework of how organizing committees operationally evolve and the types of issues with which they and their stakeholders must deal. Based on a combination of stakeholder theory and issues management, a case study of the 1999 Pan American Games held in Winnipeg, Canada, was built using archival material and interviews. Three major organizing-committee operational modes emerged: planning, implementation, and wrap-up. Issue categories faced by the organizing committee and its stakeholders included politics, visibility, financial, organizing, relationships, operations, sport, infrastructure, human resources, media, interdependence, participation, and legacy. Issue-category prominence depended on the operational mode and organizing-committee member hierarchical level, such that issues became less strategic and broad as one moved through operational modes or down the hierarchy. Issue categories also differed within stakeholder groups, whereas stakeholder interests (material, political, affiliative, informational, and symbolic) differed between stakeholder groups.
Sport management programs at the undergraduate and graduate levels have proliferated over the past 2 decades. In most if not all of these programs, the internship course component has been identified as a vital element in professional preparation programs. Teacher/coordinators of sport management programs that include an internship component must be highly skilled to meet student needs. Equally important in the effective delivery of these programs is the need for the university to fully endorse the value of student internships through proper financial, technical, and human resources. The purpose of this paper is to examine, through a review of the literature, the goals and objectives of student internships, program characteristics of meaningful internships, and future implications for teacher/coordinators of sport management programs. Professors of sport management must act as change agents to further enhance the quality of student internships in professional preparation programs.
Lilian Pichot, Gary Tribou, and Norm O’Reilly
Successful sponsorship activities in sport often rely on the integration of relationship marketing, internal marketing, external corporate promotion, and strategic management. Although traditional marketing objectives such as brand integration and consumer targeting remain key components of promotional activities in sport, the use of sport sponsorship in today’s environment increasingly implicates personnel issues in the both the sponsor and the sponsee. In fact, sport sponsorship has become a useful tool for some sponsors and sponsees who seek to motivate and involve their employees more in company activities. Therefore, the focus of this commentary is on the internal-communication and human-resources management functions involved in sport sponsorship decisions. The use of mini-case analyses and a dual-perspective (external and internal objectives) approach allows for informed discussion, and suggestions are made for future research.