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Siegfried Nagel, Karsten Elmose-Østerlund, Jenny Adler Zwahlen, and Torsten Schlesinger

European societies face important challenges when it comes to the social integration of people with a migration background, particularly in times of refugee crisis (e.g.,  Morsut & Kruke, 2018 ). Voluntary sports clubs (VSCs) are often promoted as an important medium to meet these challenges, as

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Karsten Elmose-Østerlund, Graham Cuskelly, Jens Høyer-Kruse, and Christian Røj Voldby

The concept of organizational capacity (OC) and the processes of building capacity in voluntary sports clubs (VSCs) have been the subject of a growing body of research in the sport management literature, particularly over the past decade or so ( Millar & Doherty, 2016 ). The reasons for an

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Pasi Koski

The purpose of this study was to analyze the organizational effectiveness of Finnish sports clubs (n = 835) from an open systems perspective. Five dimensions of effectiveness were examined, including the ability to obtain resources, internal atmosphere, efficiency of the throughput process, realization of aims, and general level of activity. All dimensions except internal atmosphere were intercorrelated. The findings indicated that many features of effectiveness were largely linked to the size of the membership, ideological orientation, and organizational environment. Success orientation was found to be incompatible with a relaxed atmosphere.

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Christoph Breuer, Svenja Feiler, and Lea Rossi

nonprofit sports clubs in Germany can obtain a variety of licenses and qualifications. The qualification system offers licenses for trainers (not sport specific) and coaches (sport specific) on four levels: C, B, A, or diploma licenses. The latter is the higher level license. Whereas the license Level A and

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Andreas Stenling and Susanne Tafvelin

Leadership development programs are common in sports, but seldom evaluated; hence, we have limited knowledge about what the participants actually learn and the impact these programs have on sports clubs’ daily operations. The purpose of the current study was to integrate a transfer of training model with self-determination theory to understand predictors of learning and training transfer, following a leadership development program among organizational leaders in Swedish sports clubs. Bayesian multilevel path analysis showed that autonomous motivation and an autonomy-supportive implementation of the program positively predicted near transfer (i.e., immediately after the training program) and that perceiving an autonomy-supportive climate in the sports club positively predicted far transfer (i.e., 1 year after the training program). This study extends previous research by integrating a transfer of training model with self-determination theory and identified important motivational factors that predict near and far training transfer.

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Eilidh H.R. Macrae

Voluntary sports clubs (VSCs) provide the primary opportunities for organized community sport in the UK and thus hold the responsibility for delivering on mega-event sports participation legacies. This study presents findings from open-ended questionnaires and interviews conducted in two phases (Phase 1—Spring, 2013; Phase 2—Summer, 2015) with representatives from a sample (n = 39) of VSCs to understand their ability to deliver on the participation legacy goals of London 2012 and the 2014 Commonwealth Games in Glasgow. Thematic analysis of the data outlined three themes where support for VSCs should be placed when planning future mega-events: building VSC capacity, retaining members in the long-term, and promoting general visibility of the VSC throughout the event. Bid teams who hope to use mega-events as catalysts for sports participation increases should direct funding and guidance toward VSCs to ensure they have the tools, knowledge, and capacity to deliver on national sports participation ambitions.

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Paul Baar and Theo Wubbels

The majority of research on children’s peer aggression has focused exclusively on the school context. Very few studies have investigated peer aggression in sports clubs. The prevalence and stability of peer aggression, prosocial behavior, and resource control strategies for children participating in three types of sports (martial arts, contact, and noncontact sports) were examined in two contexts: the sports club and the elementary school. We distinguished aggressive children with (i.e., Machiavellians) and without prosocial tendencies (i.e., coercive-aggressive children). Self-reports about experiences in the two contexts where gathered from 1,425 Dutch elementary school students (717 boys and 708 girls, fourth to sixth grade, mean age 11.25 years) who were participating in a sports club. We found roles for resource control strategies to be rather stable across contexts. The findings did not provide support for the “enhancement” assumption in these contexts with regard to martial arts participants.

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Christian Lackinger, Sandra Haider, Lana Kosi, Juergen Harreiter, Yvonne Winhofer, and Alexandra Kautzky-Willer

Background:

Although the infrastructure of Austrians’ sports clubs is well developed, exercise classes for people suffering from type II diabetes mellitus (T2DM) do not exist. This feasibility study evaluates factors for participating in target group specific exercise courses (TGSEC) and changes in physical activity.

Methods:

This intervention study was performed in 22 communities of Austria. Initial TGSEC were offered to T2DM patients over 2 months. Participants were surveyed at 4 time points with a questionnaire: before the program, 2, 6 and 12 months after the initial questionnaire.

Results:

881 patients aged 59.0 (SD: 9.6) years took part in TGSEC. At baseline a lack of suitable exercise groups prevented 51% from being active. 58% were encouraged by the medical sector. After 12 months the weekly time spent on exercise training was increased from 1.40 (SD: 2.55) hours to 2.15 (SD: 3.00) hours (P < .001). The dropout rate during the first 2 months was 12.9%. The rate of return for the 12 months questionnaire was 42%.

Conclusion:

TGSEC provided by sports clubs attract people suffering from T2DM and effectively enhance physical activity.

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Berit Skirstad and Packianathan Chelladurai

This article builds on prior theory and research on institutional logics and shows how a multisports club changes during its organizational life from an all amateur or voluntary logic to embody multiple logics simultaneously with different subunits being aligned with different organizational fields. The emergence of the professional logic for elite soccer in the presence of a volunteer logic caused a change in the structure of the club whereby all the units in the club became economically and legally autonomous. Soccer was divisionalized into soccer for everybody and soccer for the elite. The creation of a shareholding company and the use of an investment company which introduced the commercial logic were the next steps. This paper extends the literature by suggesting that different and opposing institutional logics such as the amateur, the professional, and commercial logics can coexist within a multisports club or, to put it another way, that the multisports club may belong to several organizational fields.

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Chris Chard, Liam McCrory, and Kirsty Spence

The Sunnyhill Health & Racquet Club (SHRC) is a very small, private, volunteer-run, not-for-profit club located on a swath of prime real estate in the heart of a wealthy community in Sunnyhill Township. At the behest of the club’s board, SHRC President David Wilson has been tasked with developing financing strategies to address the current (perceived) shortcomings of the club. Like he did for decades working in Post Office Square, in Boston’s Financial District, Wilson knew he had to (1) understand the current financial capacity of SHRC, (2) discern the members’ desire for financial contribution, and (3) develop financing options. Here, strategies to finance improvements to the club include debt utilization (and the necessary servicing of any debt commitments), one-time capital injections through the disposition of club property, and/or enhanced revenue generation. Developing strategies in an environment of disparate stakeholder goals provides additional challenges for Wilson.