While it is one of the central topics in the study of organizations, the concept of strategy has received little attention in the sport management literature. This paper is, in part, designed to help fill some of this void. Specifically, the purpose of the paper is to empirically verify a framework proposed by Thibault, Slack, and Hinings (1993) for the analysis of strategy in nonprofit sport organizations and to locate a sample of national level sport organizations within this framework according to their strategic type. The results of the study support the existence and utility of the two dimensions identified in Thibault et al.'s framework. They also reveal that there are common characteristics within the organizations that constitute each of the framework's four strategic types. The identification of these characteristics provides us with a preliminary understanding of the strategic initiatives being pursued by those sport organizations.
Trevor Slack and Bob Hinings
Edited by Lucie Thibault
Sarah Price, Richard H. Williams, Christopher Wilburn, Portia Williams, Danielle Wadsworth, Wendi Weimar, Jared Russell, and Mary E. Rudisill
This article presents an overview of how faculty in the School of Kinesiology at Auburn University (AU) are working with minority-serving institutions in similar disciplines to promote diversity and inclusion. Florida A&M (FAMU) and Albany State University (ASU) are both Historically Black Colleges and Universities (HBCU), and AU is a Predominantly White Institution (PWI). Part of this initiative has been accomplished through the development of AU’s Future Scholars Summer Research Bridge Program in partnership with south-eastern HBCUs. Success has been measured as an increase in student recruitment and increased opportunities for students from underrepresented groups seeking graduate opportunities. The partnership between FAMU and AU has also provided opportunities for faculty and students to promote diversity and be more inclusive through research collaborations. These partnerships are addressing this important need to be more purposeful in our efforts of establishing greater diversity and being a more inclusive discipline.
Kristen A. Morrison and Katie E. Misener
, competitive advantage, and position (e.g., Pettigrew, 1985 , 2012 ; Porter, 1980 ). In order to develop effective organizational strategies, nonprofit leaders may engage in a deliberative strategic planning process in order to “produc[e] fundamental decisions and actions that shape and guide what an
Frederik Ehlen, Jess C. Dixon, and Todd M. Loughead
importance of vision and values as being fundamental to the nature of strategic leadership and in setting an organization’s sense of direction. Additionally, the interview highlights the importance of strategic planning to create corporate value. Interviewer: How did you become the CEO of MLSE? Peddie: It
Jamee A. Pelcher and Brian P. McCullough
This past April 22 (Earth Day), Smallville University (SU) President Williams expanded the campus’ environmental sustainability commitment by mandating that all departments on campus must have a strategic plan in place to address their respective environmental impacts by 2020 to establish specific
Kylie McNeill, Natalie Durand-Bush, and Pierre-Nicolas Lemyre
, wherein coaches (a) set personal goals and preferred standards and create strategic plans to achieve them (i.e., forethought/preparation ), (b) carry out their plans and monitor their performance (i.e., performance/execution ), and (c) evaluate their performance outcomes and adapt their plans as needed
Milena M. Parent
next day, Amanda dug into the files on her predecessor’s computer, looking for anything resembling a strategic or operational plan. She found mention of a strategic plan in the previous year’s AGM as an appendix to the AGM’s minutes. The one-page document looked to be very high level. The vision
Mary E. Rudisill
Over the past 35 years, institutions of higher education have been involved in strategic planning in an attempt to promote their priorities and remain competitive in challenging economic times. Efforts have been made to improve the process and effectiveness of strategic planning over those years. Although strategic planning can be effective, the plan must be created properly and also implemented in an effective manner. Since online learning has become an increasingly important revenue source for many institutions of higher education, as well as an alternative way to provide instruction to students, it is typically included within institutional strategic plans and prioritized for growth. Ensuring that faculty “buy-in” to this goal and strategic priorities requires significant faculty engagement. In this paper, options for implementation and ways to promote engagement are discussed within a case study of how Auburn University kinesiology faculty took part in educational transformation and innovation by connecting to the campus mission.
Meera Sreedhara, Karin Valentine Goins, Christine Frisard, Milagros C. Rosal, and Stephenie C. Lemon
improve opportunities for PA in communities. Interventions that increase utilization of strategic planning processes among LHDs to address land use and transportation systems require further investigation. Perceived and objective safety are well-known barriers to active transportation, 35 , 36 but a
Ole Winthereik Mathorne, Kristoffer Henriksen, and Natalia Stambulova
representing the triangle organizations. The CSF model (Figure 2 ) has its starting point in the preconditions (e.g., financial, human, facilities, and time) provided by each organization in the collaboration. Then, the model illustrates how the processes (e.g., strategic planning, communication, coordination