Purpose Organisational performance of sport organisations has been studied over the last three decades. However, little attention was paid towards performance management (PM) compared to performance measurement. The purpose of this paper is to close this research gap by establishing a holistic perspective for PM of National Sports Organisations (NSOs) that accounts for their uniqueness, the interdependence of their operating systems and their relationship with their environments. Furthermore, this paper presents a holistic model of PM for NSOs. Design/methodology/approach The model was developed from a literature review process and uses the macro, meso and micro framework to describe external and internal environmental influences that affect the PM of NSOs. Findings The NSO’s ability to respond to the dynamics of their external environment by implementing organisational processes that account for the resources available and their structural designs influences their PM. Furthermore, the ability of the individuals within NSO to create enabling environments for PM influences organisational efficiency and effectiveness. Research limitations/implications This paper contributes to sport management literature on the PM of NSOs, and informs sport managers on ways to improve organisational performance by implementing holistic approaches to PM. Originality/value This is the first study that takes a holistic approach to PM of NSO and depicts the specific elements that play a crucial role in managing NSO’s multi-dimensional performance.

Rationale: Performance management is important to National Sport Organisations because it aims to ensure their transparency, accountability and offers an opportunity for improved service delivery to stakeholders. However, the role played by stakeholders in how performance management systems are used by National Sport Organisations remains unclear. This study investigates how different stakeholders influence the implementation of performance management among National Sport Organisations. Approach: The study was conducted in Botswana, a developing country in Southern Africa. A qualitative approach was used in this study and data was collected from 14 National Sport Organisations and their 10 stakeholders through semi structured interviews and focus groups. Findings: The results reveal that different stakeholders used influence strategies directly and indirectly to affect performance management stages including goal and objective setting, activities and processes, performance measurement, feedback and feedforward. Practical implications: This study informs sport managers on how stakeholders use influence strategies on performance management processes, helping them to better manage their organisations and stakeholder relationships. Research contribution: The study contributes to our understanding on how performance management processes are developed and shaped, and how multiple stakeholders influence internal processes within sport organisations.

Sport in a Changing Europe, Book of Abstracts. Malmö University of Botswana (e-print), pp. 85-86. Conferences attended Kasale, L. L. (2018). Origins of institutional practice and institutional work perspectives on performance management among National Sport Organisations. Oral presentation at the 26 th European Association for Sport Management (EASM) Conference, held in Malmö. Sweden.

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