Development of a taxonomy of performance for national sport organizations

Bayle, Emmanuel; Madella, Alberto

doi:10.1080/17461390200072205

Cited by 71 publications

(80 citation statements)

References 6 publications

(8 reference statements)

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“…The reason for this is the receipt of resources from public agencies which are annually renewable or other undefined resources which could lack transparency. The duality of volunteers and paid staff of NPSOs make the connection between organizational process and the primary goals difficult to measure properly if assessing organizational performance through the Process Model (Bayle & Madella, 2002). The Multiple-Constituency Approach is difficult to operationalize in non-profit organizations due to the amount of constituencies, each having their own perception of what the organization should be doing, and each requiring a minimum degree of satisfaction.…”

Section: And the Competing Valuesmentioning

confidence: 99%

“…Limitations of these models were highlighted by Bayle and Madella (2002) for national sport organizations. NPSOs have intangible, inaccurate and/or vague goals which make their measurement challenging in the Goal Model, even more they (constantly) need to adapt these goals to their changing and competitive environment.…”

Section: And the Competing Valuesmentioning

confidence: 99%

“…These three phases reflect three different main models that have been applied to measure organizational performance: (1) the Systems Resources Model (Yuchtman Running head: NON-PROFIT SPORT ORGANIZATIONS PERFORMANCE 6 & Seashore, 1967), (2) the Process Model (Pfeffer, 1977;Steers, 1977) and (3) the Goal Model (Price, 1968;Scott, 1977). Added to these main approaches, researchers (Bayle & Madella, 2002;Cameron, 1986;Shilbury & Moore, 2006) have also highlighted two others models dealing with constituents'/stakeholders' perceptions of organizational performance:the Multiple-Constituency Approach (Connolly et al, 1980) …”

mentioning

confidence: 99%

“…We reduced them to nine main stakeholders given that the same entities appear more than once. Dimensions of organizational performance emerge that have not been measured in literature, but that stakeholders deem critical.In the next step, we extracted the significant correlation coefficients found between the authors' organizational performance dimensions in five different articles (Bayle & Madella, 2002;Chelladurai et al, 1987;Koski, 1995;Papadimitriou, 2002;Winand et al, 2010). One hundred and thirty-six coefficients were highlighted.…”

mentioning

confidence: 99%

“…This study used the number of athletic programs and sports offered by a club to measure a sport club performance. These indicators are not relevant in countries where national sport organizations and sport clubs are responsible for one sport only.The study of Bayle and Madella (2002) was the first to combine mixed data to measure annual organizational performance of NPSOs. They constructed a multidimensional organizational performance model measured by both quantitative (e.g., financial data, organizations' reporting) and qualitative data (e.g., experts' and stakeholders' perceptions and judgment) from different sources (e.g., government, sport federations, media).…”

mentioning

confidence: 99%

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A unified model of non-profit sport organizations performance: perspectives from the literature

et al. 2014

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Little consensus has emerged about how organizational performance should be defined and measured. Most studies have used traditional approaches to give their own perspective about organizational performance and effectiveness, but none have recently tried to encompass these different views into one unified model. In the present paper, Chelladurai's systems view of organizations is used to integrate the dimensions of organizational performance highlighted by previous studies on non-profit sport organizations. These organizational performance dimensions are highlighted and categorized into macro-dimensions (e.g., financial resources acquisition, size, internal atmosphere, organizational operating, financial independence, achieving elite sport success and mass sport participation). Relationships between these macro-dimensions are analyzed. A multidimensional framework is developed which gives an overview of which dimensions constitute organizational performance in non-profit sport organizations and of how to measure them. Further research directions and management implications are discussed.Keywords: literature review, non-profit sport organizations, organizational performance, systems view model, unified model, sport management, performance measurement Running head: NON-PROFIT SPORT ORGANIZATIONS PERFORMANCE 3The construct of organizational performance assesses an organization's performance by evaluating the input (e.g., available resources), throughput (e.g., processing of the input) and output (e.g., goals achieved) of the organization. However, little consensus has emerged, either theoretically or empirically, to what constitutes organizational performance and how to measure it (Sowa, Selden & Sandfort, 2004). The increasing amount of literature and research on this topic is characterized by varying theoretical perspectives and research objectives, which make accumulation and integration very hard (Herman & Renz, 1999). Nonetheless, the option to move away from defining (and measuring) performance (effectiveness and efficiency) is not a viable one (Venkatraman & Ramanujam, 1986). Performance is of theoretical, empirical and practical significance. Even in non-profit organizations (NPOs), questions of performance have become increasingly important in the world of practice, as government and philanthropic funders, clients, and the public exert increased pressure on NPOs to demonstrate their impact on complex social problems (Sowa, Selden & Sandfort, 2004). The apportioned amount of subsidy is usually based on some predetermined criteria related to the characteristics, performance and effectiveness of organizations (Papadimitriou, 2007;Schulz, 2005). As a result, rational criteria and conditions for investments, subsidies and their priorities need to be established (Lim et al., 1994). Consequently, the application of organizational performance criteria to NPOs management becomes increasingly important.To our knowledge, no recent study has fully attempted to synthesize the literature on the organizational pe...

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Section: And the Competing Valuesmentioning

confidence: 99%

Section: And the Competing Valuesmentioning

confidence: 99%