Developing strategic capacity in Olympic sport organisations

Robinson, Leigh; Minikin, Brian

doi:10.1108/20426781111162648

Cited by 27 publications

(24 citation statements)

References 7 publications

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“…Measuring organization performance, however, needs to be multi-dimensional, specific to the organization and even include more subjective measures if they are to be truly reflective of the core mission of the organization such as community service/outreach or impact on community (Robinson and Minikin, 2011;Sawhill and Williamson, 2001;Shilbury and Moore, 2006). The findings of this research reveal that measuring success in nonprofits, specifically churches, needs to be directly linked to the context and mission of the organization (e.g.…”

mentioning

confidence: 97%

An exploratory study of strategic leadership in churches

Grandy

2013

Leadership &Amp; Organization Development Journal

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to extend the notion of strategic leadership, that which has been primarily applied to for profit organizations, to nonprofits, specifically the church setting. Design/methodology/approach -The research employs a case study methodology and draws primarily upon qualitative data collected from interviews and observation. Findings -The findings reveal that over the past several years, the organization and its members have undergone a number of incremental and more radical changes. Much of this change has been attributed to the vision and leadership style of the current leader. Four key themes illuminate the processes and content of change under this strategic leader, including unsettlingly the status quo, model of shared leadership, shared vision and culture of community and learning.Research limitations/implications -The findings are based upon one case study site and this limits the generalizability of the research. In addition, exposure to the organization was limited to short periods of time on-site and the sample size was relatively small. Practical implications -Achieving success in nonprofits requires leaders to have an intimate understanding of the complex nature of stakeholder relations and measuring success needs to be multi-dimensional in nature and linked directly to the mission and context of the organization, rather than based solely on generic measures. Originality/value -There is limited research to date that examines the applicability of leadership theories that have been traditionally applied to for profit and public sector organizations to nonprofits. The research extends the notion of strategic leadership from the for profit setting to nonprofit organizations generally, and more specifically to the church setting.

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confidence: 97%

An exploratory study of strategic leadership in churches

Grandy

2013

Leadership &Amp; Organization Development Journal

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“…Perhaps most importantly, the research investigating the elite sport systems of NFs (de Bosscher et al, 2006(de Bosscher et al, , 2008Green and Oakley, 2001) suggests that NFs need a high level of development in order to exhibit the characteristics necessary for the successful production of athletes. The evolution, development and refinement of the RAT used in this research have been described by Robinson and Minikin (2011). It is, however, a structure that has emerged from a programme of mixed methods research carried out with those within the Olympic Movement familiar with the key activities undertaken by NFs.…”

Section: The Ratmentioning

confidence: 98%

“…The National Federations within three Pacific countries were audited using the RAT (Robinson and Minikin, 2011). This tool considers the resources, structures and Robinson and Minikin capabilities that a NF has in place and assesses the NF across an organisational development scale that ranges: 0 ¼ no development; 1 ¼ basic level of development; 2 ¼ moderate level of development; 3 ¼ high level of development and 4 ¼ professionalised and specialised level of development (Rapilla, 2008).…”

Section: The Ratmentioning

confidence: 99%

“…A resourcebased view (RBV) guided the analysis as it has been argued that competitive advantage is intrinsically linked to the resources of an organisation (Grant, 2008;Mauws et al, 2003;Smart and Wolfe, 2003). The paper begins with an overview of the appropriate literature, followed by a description of the method followed that was based on the application of the Readiness Assessment Tool (RAT) (Robinson and Minikin, 2011) to the case study nations. The results of the assessments are presented and discussed and implications for NOCs and the NFs are set out.…”

Section: Introductionmentioning

confidence: 99%

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Understanding the competitive advantage of National Olympic Committees

Robinson

Minikin

2012

Managing Leisure

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The competitive advantage of an organisation arises from the resources and capabilities that are in place within the organisation. Competitive advantage leads to strategic success and a lack of it leads to a lack of success. Using the resource-based view of developing competitive advantage, this paper aims to investigate why many National Olympic Committees (NOCs) do not appear to be successful at the Olympic Games. It does this by investigating the resources and capabilities of the national federations (NFs) that are responsible for developing the athletes that are the main resource of the NOCs. The underlying premise of this research is that the competitive advantage of an NOC is reliant on the ability of their NFs to produce athletes who can be competitive on a world stage. The NFs within three Pacific countries were audited using the Readiness Assessment Tool developed to assess their resources, structures and capabilities. The research shows that the NFs under investigation were not sufficiently developed to create competitive advantage due to poor resources and low levels of capability. Therefore, there is a need for these NFs to develop further as organisations through 'knowledge transfer', the leveraging of resources and capacity-building through alliances with other organisations or countries that are better placed to produce elite athletes

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“…Winand, Rihoux, Robinson, & Zintz, 2013), organisational capacity (e.g. Robinson & Minikin, 2011;Truyens, De Bosscher, & Sotiriadou, 2016), organisational theory, inter-organisational relationships or stakeholder involvement theories (e.g. Sotiriadou, Brouwers, De Bosscher, & Cuskelly, 2017;Thibault, Kihl, & Babiak, 2010), (elite) sport policy (e.g.…”

Section: Defining Hp Sport and Its Unique Characteristicsmentioning

confidence: 99%