Drivers of and Barriers to Professionalization in International Sport Federations

Abstract

In a changing and complex environment, international sport federations (IFs) have to face new challenges. These challenges can trigger or hinder IFs' professionalization processes. While researchers have examined organizational change and professionalization of national sport federations (NFs) and clubs, studies on IFs are rare. Considering professionalization as an important element of IFs' change processes in recent years, the study attempts to fill this gap. The conceptual framework is based on the concepts and dynamics of organizational change, the influence of isomorphic pressures and the operationalization of a multi-level framework. Data from six case studies was analyzed by means of qualitative content analysis. Findings reveal multiple causes of IFs' professionalization.Three particular findings are discussed: professionalization as a dynamic process with phases of acceleration that vary depending on IFs' size; IFs' becoming increasingly business-like through isomorphic changes; and five causes of particular relevance to IFs' current professionalization process.

National sport organization governance design archetypes for the twenty-first century

“…Though professionalization was not a goal of this study, per se, when comparing the Kikulis et al archetypes with our four revised archetypes, we find increased NSO professionalization across all archetypes. This aligns with Clausen et al (2018) who argued professionalization is a dynamic process dependent on organizational size, and sport organizations are becoming more 'business-like through isomorphic changes' (p. 37). We can see how this professionalization (e.g.…”

“…Ferkins & Shilbury, 2015a;Hoye & Doherty, 2011;Kerwin & Doherty, 2019), professionalization (e.g. Clausen et al, 2018;Lang et al, 2018;Shilbury & Ferkins, 2011), and performance management/measurement (e.g. Nowy et al, 2015;O'Boyle & Hassan, 2014;Winand et al, 2010), especially considering the governance failures and legislative compliance requirements seen internationally (e.g.…”

Who Governs a Movement? The IAAF and Road-Running—Historical and Contemporary Considerations

“…Federations is scarce and there is an incomplete understanding of the historical development of the IAAF´s policies regarding recreational running. 5 The central research questions in this study are therefore: how did the IAAF approach the running movement from the 1970s until the end of the amateur era in the mid-1990s, and how did it attempt to govern both elite and fun runners? To accomplish this task, this study draws on previously unexamined historical sources from the IAAF Archives in Monaco and the Carl and Liselott Diem-Archive (CuLDA) in Germany.…”

Assessing International Sport Federations' Sustainability Practices: Toward Integrating Sustainability in Their Main Sports Events

“…Since they first came into being at the beginning of the 20th century, international sport federations (hereafter IFs) have evolved from volunteer-run associations to highly professional organizations, the largest of which (e.g., FIFA) employ up to 700 staff (Clausen and Bayle, 2017 ). Although an IF's primary role is to develop its sport internationally (see Clausen and Bayle, 2017 ; Clausen et al, 2018 ), many IFs are becoming increasingly business-oriented and are commercializing their major events. For some IFs, organizing events has become a core activity and a true business involving numerous commercial partners, such as sponsors, broadcasters, and marketing agencies.…”