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Increasing the Availability of Physical Activity Programs for Older Adults: Lessons Learned From Texercise Stakeholders

Alan B. Stevens, Shannon B. Thiel, Jennifer L. Thorud, Matthew Lee Smith, Doris Howell, Jessica Cargill, Suzanne M. Swierc, and Marcia G. Ory

Many initiatives have been developed to facilitate older adults’ engagement in physical activity (PA) and document its benefits. One example is Texercise, a 12-week program with a focus on increasing participants’ self-efficacy. The goal of this paper is to augment the knowledgebase of PA program implementation and dissemination by elucidating the experience of Texercise implementation as perceived by multiple stakeholders. We conducted 28 semistructured stakeholder interviews and categorized the responses into four preset themes: (1) program delivery and advocacy; (2) value/merit of the program; (3) successes/challenges of offering and sustaining the program; and (4) recommendations for enhancing implementation and delivery. We identified emergent subthemes through further analysis. Many perceptions that are broadly applicable to community organizations emerged. Our findings highlight the importance of stakeholder support when embedding PA programs in communities. Furthermore, the findings are crucial to understanding underlying processes that support widespread program dissemination and sustainability.

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“Mes Que un Club” and an Empty Camp Nou: A Case Study of Strategic Ambiguity and Catalan Nationalism at Football Club Barcelona

Jeffrey W. Kassing

-known motto, mes que un club, as an example of strategic ambiguity applied to promote unified diversity among a varied and extensive community of stakeholders. The case continues with an exploration of the specific events that led to the unexpected decision to play in an empty stadium and how various

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Event Leveraging in a Nonhost Region: Challenges and Opportunities

Shushu Chen and Laura Misener

. Furthermore, with the idea that regions outside of the host city will also benefit from the Games, understanding the challenges and opportunities to event leveraging for nonhost regions will be beneficial for stakeholders in a broader territory. Scholars in mega sporting events research have examined nonhost

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A Post-COVID-19 Lifestyle Sport Research Agenda: Communication, Risk, and Organizational Challenges

William Roth Smith

stakeholder communication, digital sporting communities, the use of social media for organizing lifestyle sport communities, and sport risk communication are avenues for future research. Lifestyle Sport Stakeholder Interactions The COVID-19 pandemic draws attention to the importance of advocacy and

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Women and Leadership Development in Australian Sport Organizations

Marissa Banu-Lawrence, Stephen Frawley, and Larena Hoeber

& Schofield, 2014 ; Claringbould & Knoppers, 2007 ). Furthermore, research has largely focused on national sport organizations, with little consideration of other stakeholders in the industry ( Pfister & Radtke, 2009 ; Sisjord, Fasting, & Sand, 2017 ). As such, this represents an important opportunity to

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It’s Powerful, Legitimate, and Urgent, but Is It Equitable? Stakeholder Claims Within the Attributes of Stakeholder Salience in Sport

Matt R. Huml, Marion E. Hambrick, Mary A. Hums, and Calvin Nite

Sport organizations are constructed within a complex network of departments with numerous and varied stakeholders ( Kihl, Leberman, & Schull, 2010 ), making it difficult for managers to discern the salience of their priorities ( Parent, 2008 ; Parent & Smith-Swan, 2013 ). This has resulted in

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Continued Participation of Adolescent Males in Rugby Union: Stakeholders’ Perspectives

Paul A. Sellars, Stephen D. Mellalieu, and Camilla J. Knight

adolescent sport participation. Rugby union in Wales is a sport that has recently experienced reduced levels of adolescent participation and therefore requires a greater collective understanding to support future involvement in the sport. As such, the current study investigated stakeholders’ (sport providers

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A New Era for Governance Structures and Processes in Canadian National Sport Organizations

Milena M. Parent, Michael L. Naraine, and Russell Hoye

the true members of the association. So we have ten members, of which they are the voting members. So they’re an important stakeholder as well . . . . So tons of moving parts, and that’s one of the key roles of the CEO is to keep everybody moving the same way.” (Athletics Canada Representative) “We

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Examining How High School Athletic Directors Leverage Communication With Key Stakeholder Groups to Inform Performance Appraisals of Head Coaches

Tyler Ratts

engage in a review of coaching efforts that accurately portrays their true performance, athletic directors rely upon key stakeholder groups that can provide essential insight and feedback that help inform evaluations. The Performance Appraisal Process The performance appraisal process represents one of

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The Initial Intentions for Social Leveraging of a Mega Sport Event Among Stakeholders of a Newly Formed Interorganizational Relationship

Fei Gao, Bob Heere, Samuel Y. Todd, and Brian Mihalik

hosts seldom have the opportunity to repeat the event; thus, the usefulness of the data is somewhat limited. In addition, what is missing from these analyses is that behind the impact (whether actual or perceived) there exist certain event stakeholders who craft and pursue strategies in an effort to