This paper examines volunteers in English golf clubs and considers how they interpret their roles. Hitherto, typologies of sports club volunteering have coalesced around organisational context or the time commitment of volunteers. However, these typologies are limited in capturing intra-organisational complexity, recognising the diverse activities that volunteers perform and reflecting changes in the operating and public policy environments. A grounded theory study was therefore undertaken to explore how sports club volunteers interpret their roles. Golf club volunteering was chosen as the substantive case since golf is a globally significant sport that is facing participation and sustainability challenges. Data was collected and analysed from documents and twenty-one semi-structured interviews. The study found that golf club volunteers tend to interpret their roles in two main ways: with a business management approach that is orientated towards business-like management, customer satisfaction and competing in the contemporary marketplace; and, with a sporting perspective that is orientated towards organising play. Some volunteers combined both aspects, although such hybridity presented significant challenges. The study concludes with a discussion of how the influence of sport policy may be limited by volunteers' subjective interpretations of their role and club context.

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Research question:The research considers the organisational socialisation process for volunteers in associational golf clubs.Research methods: Constructivist grounded theory method was used, with qualitative data collected through 28 semi-structured interviews with volunteers at English associational golf clubs. Results and Findings:The article develops a model for the organisational socialisation of golf club volunteers. The model highlights an extended period of organisational socialisation, which locates assimilation during club membership before volunteering begins. This prior period of assimilation allows individuals to acquire organisational knowledge and make informed decisions about whether to volunteer. It also shapes their actions as volunteers and the meanings they derive from volunteering. Our findings emphasise the importance of participation among members as a precursor to volunteering. They also highlight how, in the absence of orientation support from the club, movement through the socialisation process depends on individuals' biographical assets. Implications:The model should help golf clubs, and potentially other voluntary sports clubs, manage their organisational socialisation process to develop established members, improve volunteer recruitment and produce long-term volunteers. Improved management of this process could also enhance the diversity of both members and volunteers.

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