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.
Search Results
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
Claire Zvosec and Nathan Baer
at hand” while keeping in mind long-term objectives of her job. Developing this strategic plan for the athletic department that both literally and figuratively is important for “keeping the doors open” at NPC in light of increased challenges facing small colleges in higher education will be the
Adam T. Pappas and Shannon Kerwin
organization, and they recognize that their participant pool is 51% women and 49% men. However, representation of women participants over 40 years of age decreases as levels of competition increases. As Amber reviews the history of the organization and strategic plan that is coming to an end in the calendar
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
Pamela Wicker, Katie E. Misener, Lisa A. Kihl, and Graham Cuskelly
), suggesting that CSOs where board members trust each other might be more vulnerable to occupational fraud. Planning and Development Capacity This dimension refers to an organization’s “ability to develop and draw on organizational strategic plans” ( Hall et al., 2003 , p. 6). Within CSOs, planning can relate
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
