A Case Study of Organizational Capacity in Nonprofit Community Sport

2009 ◽  
Vol 23 (4) ◽  
pp. 457-482 ◽  
Author(s):  
Katie Misener ◽  
Alison Doherty
Keyword(s):  
Human Resources ◽  
Social Engagement ◽  
Organizational Capacity ◽  
Board Members ◽  
Active Member ◽  
Sport Organizations ◽  
Community Sport ◽  
Capacity Dimension ◽  
Development Capacity

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.

Determinants of an Innovation Process: A Case Study of Technological Innovation in a Community Sport Organization

2012 ◽  
Vol 26 (3) ◽  
pp. 213-223 ◽  
Author(s):  
Larena Hoeber ◽  
Orland Hoeber
Keyword(s):  
Technological Innovation ◽  
Organizational Design ◽  
Organizational Capacity ◽  
Innovation Process ◽  
Sport Organizations ◽  
Community Sport ◽  
Key Stakeholders ◽  
Innovation Characteristics ◽  
Innovation Leadership

There has been little attention given to examining innovation under the conditions in which community sport organizations (CSO) operate. In this case study, the process under which one CSO undertook a technological innovation is explored. The purpose of this research was to classify the determinants that contributed to the innovation process, and identify at which particular stages of innovation those determinants were critical. Interviews and focus groups with key stakeholders were conducted during the innovation process. Observations were made at important points during the implementation of the innovation. Leadership commitment, pro-innovation characteristics, organizational capacity, simple organizational design, and involved and interested external parties were identified as determinants of this technological innovation. The findings illustrate multiple determinants of innovation at the managerial, organization, and environmental levels. Some of these span the entire innovation process, while others are critical only at particular stages.

Organizational Capacity and Performance of Community Sport Clubs

2020 ◽  
Vol 34 (3) ◽  
pp. 240-259 ◽  
Author(s):  
Alison Doherty ◽  
Graham Cuskelly
Keyword(s):  
Organizational Capacity ◽  
Performance Outcomes ◽  
Sport Organizations ◽  
Community Sport ◽  
Infrastructure Finance ◽  
The Rich ◽  
Community Presence ◽  
And Performance ◽  
Context Specific ◽  
Key Indicators

Using a multidimensional framework, the authors developed the Community Sport Capacity Scale to measure the key elements of capacity in community sport organizations or clubs and investigate their relative impact on three key indicators of club performance. Presidents or their representatives from 336 community sport organizations in 20 sports across the province of Ontario, Canada, completed the web-based survey measuring the extent of various elements of human resources, infrastructure, finance, planning, and external relationships capacity. The survey also measured club operations, programs, and community presence, identified as key performance outcomes. Controlling for club size, elements representing all five capacity dimensions were significantly associated with the outcomes. The findings highlight the rich information that may be generated from a multidimensional and context-specific perspective on organizational capacity, and indicate implications for building capacity in community sport organizations.

“You Can’t Just Start and Expect It to Work”: An Investigation of Strategic Capacity Building in Community Sport Organizations

2018 ◽  
Vol 32 (4) ◽  
pp. 348-361 ◽  
Author(s):  
Patti Millar ◽  
Alison Doherty
Keyword(s):  
Capacity Building ◽  
Process Model ◽  
Organizational Capacity ◽  
Future Research ◽  
Sport Organizations ◽  
Key Factors ◽  
Organizational Challenges ◽  
Community Sport ◽  
Proposed Model ◽  
Organizational Needs

Capacity building is a targeted approach to addressing organizational challenges by focusing development efforts on specific needs. Utilizing Millar and Doherty’s process model of capacity building, the purpose of this study was to (a) gain insight into the nature of the conditions and processes of capacity building in the community sport context and (b) examine the veracity of the proposed model. Interviews were conducted with organizational members from two community sport organizations that were purposefully chosen and happened to have introduced new programs: one that experienced successful capacity building that enhanced program and service delivery and one that experienced unsuccessful capacity building where organizational needs were not effectively addressed. Findings revealed that the thoroughness of the needs assessment, the selection of appropriate capacity building strategies, and readiness to build capacity were key factors in the (lack of) success of the capacity building efforts. Implications for practice and future research on organizational capacity building are presented.

Strategic Change and the Role of Interests, Power, and Organizational Capacity

2004 ◽  
Vol 18 (2) ◽  
pp. 158-198 ◽  
Author(s):  
John Amis ◽  
Trevor Slack ◽  
C.R. Hinings
Keyword(s):  
Strategic Change ◽  
Organizational Capacity ◽  
Transformation Process ◽  
Professional Staff ◽  
Board Members ◽  
Sport Organizations ◽  
Capacity For Change ◽  
Power Arrangements ◽  
Radical Transformation

The purpose of this study was to investigate the role of subunit interests, power arrangements, and organizational capacity in a program of radical transformation of a group of Canadian National Sport Organizations (NSOs). Using realtime data collected over a 12-year period, six case studies were constructed to provide insight into the role that these internal dynamics had on the propensity of organizations to change. Results showed that NSOs that completed the transformation possessed leadership with the technical and behavioral capacity for change, had an organizational structure in which volunteers were willing to share power with professional staff, and engaged in an all-encompassing transformation process that embraced the entire organization. By contrast, those NSOs that failed to complete the change lacked effective transformational leadership, had a structure in which power was retained centrally by volunteer board members, and were characterized by ongoing struggles among subunits to protect their own interests.

Superintendent Evaluation – More than a Technical Process

1995 ◽  
Vol 5 (2) ◽  
pp. 183-196
Author(s):  
Ruth Federman Stein
Keyword(s):  
Human Resources ◽  
School Board ◽  
Critical Evaluation ◽  
Board Members ◽  
School Board Members ◽  
Technical Process ◽  
Superintendent Evaluation ◽  
Community Crisis

Current articles on formal superintendent evaluation suggest that evaluations are beneficial for superintendents. A critical evaluation, however can cause numerous problems for school board members. In this case study, the author shows how school board members resolved a major community crisis precipitated by a critical superintendent evaluation. Issues are analyzed through four major frameworks: symbolic, political, human resources, and structural.

THE ROLE OF LOCAL SOCIAL INSTITUTION IN COMMUNITY EMPOWERMENT IN BANDUNG REGENCY, INDONESIA

2019 ◽  
Vol 3 (1) ◽  
Author(s):  
Helly Ocktilia
Keyword(s):  
Leadership Style ◽  
Social Institution ◽  
Community Empowerment ◽  
Board Members ◽  
Supportive Leadership ◽  
Community Institutions ◽  
The Social ◽  
Descriptive Method

This study aims to gain a deeper understanding of the existence of the local social organization in conducting community empowerment. The experiment was conducted at Community Empowerment Institution (In Indonesia it is referred to as Lembaga Pemberdayaan Masyarakat/LPM). LPM Cibeunying as one of the local social institution in Bandung regency. Aspects reviewed in the study include the style of leadership, processes, and stages of community empowerment, as well as the LPM network. The research method used is a case study with the descriptive method and qualitative approach. Data collection was conducted against five informants consisting of the Chairman and LPM’s Board members, village officials, and community leaders. The results show that the dominant leadership style is participative, in addition to that, a supportive leadership style and directive leadership style are also used in certain situations. The empowerment process carried out per the stages of the empowerment process is identifying and assessing the potential of the region, problems, and opportunities-chances; arranging a participative activity plan; implementing the activity plan; and monitoring and evaluating the process and results of activities. The social networking of LPM leads to a social network of power in which LPM can influence the behavior of communities and community institutions in utilizing and managing community empowerment programs. From the research, it can be concluded that the model of community empowerment implemented by LPM Cibeunying Village is enabling, empowering, and protecting.

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