Major Sport Events at the Centre of International Sport Federations’ Resource Strategy

Clausen, Josephine; Bayle, Emmanuel

doi:10.4324/9781315709635-5

Cited by 7 publications

(4 citation statements)

References 2 publications

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“…This new environment has influenced the identity of IFs, which have become increasingly professional and commercial since the end of the 20th century. More specifically, the Olympic IFs started to realize the commercial value of their major events and of broadcasting and logo/naming rights, over which they have begun to assert ownership (Clausen and Bayle, 2017 ). According to Zeimers et al ( 2021 ), this new operating environment has resulted in IFs becoming hybrid organizations whose sporting role is increasingly accompanied by commercial objectives, which they try to counterbalance by undertaking social initiatives.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…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.…”

Section: Introductionmentioning

confidence: 99%

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

Moon

Bayle

Avril

2022

Front. Sports Act. Living

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Research Question: Sustainability has become a pressing issue for a wide range of organizations, including sports' world governing bodies. This paper examines (1) how sustainability can be defined in the context of international sport federations and (2) how international federations implement social and environmental sustainability practices. We used an eight-dimensional analytical framework to analyze multiple case studies and drew on neo-institutional theory to interpret the recent changes international federations have made with regard to sustainability.Research Methods: Our methodology combined a multiple case study with analyses of official documents and in-depth semi-structured interviews.Results and Findings: Our six case studies revealed five approaches to sustainability: (a) implementing sustainability pilot events; (b) partnering with NGOs; (c) partnering with sustainability consultancies; (d) creating a sustainability committee; and (e) launching a comprehensive sustainability strategy with at least a full-time sustainability manager.Implications: In terms of theory, examining our data through the lens of neo-institutional theory provides insights into international federations' recent sustainability behaviors. Our findings enabled us to draw up a “sustainability ladder” of sport federations' responsibilities, which can be used to assess the degree to which they have embraced sustainability. In practical terms, our findings should encourage more sport federations to take concrete steps to improve their sustainability by implementing the five approaches.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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

Moon

Bayle

Avril

2022

Front. Sports Act. Living

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“…With the Tokyo 2020 Olympic Games postponed until 2021, then subsequently declared a crowd-free event, the financial cost is monumental. Clausen and Bayle (2017) noted the centrality of major sport events to the resource strategies of IFs. They concluded that, … events are a necessary prerequisite for federations to attract sponsors, potential buyers of broadcasting and commercial rights.…”

Section: New Stakeholders Emerging Issuesmentioning

confidence: 99%

Strategic paradigms in international and national sport federations

2022

A Research Agenda for Sport Management

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This chapter examines the dominant strategic paradigms, or analytic lenses, that have shaped and will continue to shape the management of strategy in national and international sport federations. A brief review of the more seminal literature reveals that the overriding strategic influence on sport federations to date has been the management of strategic change in response to pressures for professionalisation. A discussion of current trends and issues suggests that managing pressures for change will continue to dominate the thinking of those formulating and executing strategy in sport federations. The discussion is organised around strategy and notions of good governance, stakeholder engagement, brand governance, and new stakeholders with emerging issues for sport federations. A closing discussion explores the strategic implications of the foregoing issues for sport federations in an era characterised by the global pandemic, with recommendations for future research.

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“…Contemporary International Sport Federations (IFs) are not only custodians of their sport's policies, rules and regulations, but they also manage business activities such as major international sport events (Clausen & Bayle, 2017) and commercial contracts (Cornelissen, 2010). The changing nature of sport can be seen in national sport federations (NFs) through to sport clubs (Girginov & Sandanski, 2008;Skinner, Stewart, & Edwards, 1999).…”

Section: Introductionmentioning

confidence: 99%

International sport federations’ commercialisation: a qualitative comparative analysis

Clausen

Bayle

Giauque

et al. 2018

European Sport Management Quarterly

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Research question: This study examines the conditions and configurations that particularly influence International Federations' (IFs) commercialisation. Research method: Crisp-set qualitative comparative analysis (csQCA) is used to determine the conditions that are related to an IFs' commercialisation. Sixteen interviews were conducted in six Olympic IFs and one international sport umbrella organisation. Results and Findings: The findings reveal a variety of high and low commercialisation configurations. Specialisation is a key condition in both high and low commercialisation, and social media engagement is central in high commercialisation. Strategic planning and low accountability have low degrees of overlap with high commercialisation outcomes. With 13 out of 22 IFs achieving high levels of commercialisation, the findings demonstrate that IFs are increasingly developing businesslike behaviours. Implications: The findings highlight the importance of specialisation and social media engagement to achieve high commercialisation. However, when IF's assume a monetisation agenda, there are associated risks such as stakeholder legitimacy, mission drift, goal vagueness and adherence to good governance principles.

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Major Sport Events at the Centre of International Sport Federations’ Resource Strategy

Abstract: Trotz deutrcher Nörgelei-Die Oillit¿ from

Cited by 7 publications

References 2 publications

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

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

Strategic paradigms in international and national sport federations

International sport federations’ commercialisation: a qualitative comparative analysis

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