Organizational Capacity and Organizational Ambition in Nonprofit and Voluntary Sports Clubs

Balduck, Anne-Line; Lucidarme, Steffie; Marlier, Mathieu; Willem, Annick

doi:10.1007/s11266-014-9502-x

Cited by 60 publications

(52 citation statements)

References 42 publications

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“…One promising avenue for such advancement would be to bring in additional insights from the dynamic capabilities literature in strategic management (Eisenhardt & Martin 2000;Ambrosini and Bowman 2009). Capacity and capability are closely related, albeit not synonymous, concepts (Balduck et al 2014). The relationships between nonprofit life course and capacity provide a fruitful area for future research, but developments in this line of inquiry will depend on a stronger theoretical lens to match advancements in the empirical design.…”

Section: Conclusion and Further Researchmentioning

confidence: 99%

Toward More Targeted Capacity Building: Diagnosing Capacity Needs Across Organizational Life Stages

2015

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Investments to build nonprofit organizational capacity have increased rapidly in recent years as both funders and nonprofits seek ways to improve performance. Yet, while research has elucidated the variety of capacity areas organizations generally depend on, we do not yet have a clear empirical understanding of which capacity areas are important to focus on developing or how these capacity needs vary across organizations. Using a life-cycle perspective and extensive data on 71 human service organizations, we examine the relative strength of ten capacity areas at different stages of the nonprofit life-cycle. Findings contribute greater empirical grounding for research on organizational capacity development and have implications for researchers, managers, and funders interested in nonprofit capacity building.Résumé Les investissements destinés à renforcer les capacités des organisations à but non lucratif ont rapidement augmenté ces dernières années puisque les bailleurs de fonds et les organisations à but non lucratif cherchent des moyens d'améliorer les & Lewis Faulk performances. Pourtant, tandis que la recherche a élucidé la diversité des domaines liés aux capacités dont dépendent généralement les organisations, nous n'avons toujours pas de compréhension claire empirique des domaines qui sont importants pour se concentrer sur le développement ou de la façon dont ces besoins en capacités varient selon les organisations. En utilisant un point de vue du cycle de vie et de nombreuses données sur 71 organisations de services sociaux, nous examinons la force relative des 10 domaines liés aux capacités à différents stades du cycle de vie des organisations à but non lucratif. Les observations contribuent à des fondements plus empiriques pour la recherche sur le développement des capacités des organisations et ont des conséquences pour les chercheurs, les responsables et les bailleurs de fonds intéressés par le renforcement des capacités des organisations à but non lucratif.Zusammenfassung Die Investitionen für den Aufbau von Kapazitäten gemeinnütziger Organisationen sind in den letzten Jahren rapide angestiegen; denn sowohl die Geldgeber als auch die gemeinnützigen Organisationen suchen Mittel und Wege zur Leistungsverbesserung. Während in Studien die verschiedenen Kapazitätsbereiche, auf die die Organisationen im Allgemeinen angewiesen sind, erläutert wurden, haben wir noch immer kein eindeutiges empirisches Verständnis darüber, welche wichtigen Kapazitätsbereiche man insbesondere entwickeln sollte oder wie die Kapazitätsbedürfnisse für verschiedene Organisationen variieren. Unter Verwendung einer Lebenszyklusperspektive und umfassender Daten über 71 Human-Service-Organisationen untersuchen wir die relative Stärke von 10 Kapazitätsbereichen in verschiedenen Phasen des Lebenszyklus gemeinnütziger Organisationen. Die Ergebnisse stellen ein größeres empirisches Fundament für die Forschung über die Entwicklung der organisatorischen Kapazität zur Verfügung und sind für Forscher, Manager und Geldgeber, die am Kapazitätsaufb...

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Section: Conclusion and Further Researchmentioning

confidence: 99%

Toward More Targeted Capacity Building: Diagnosing Capacity Needs Across Organizational Life Stages

2015

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“…The quote starts with people and methods utilized to identify the right people to work in the organization (Balduck et al 2014). Respondents were adamant that people were the most important resource in the organization.…”

Section: Resultsmentioning

confidence: 99%

“…Managers attend to the capacity of individuals working within the organization, both paid and unpaid (Jiang et al 2012). This includes efforts to build commitment and a culture that recognizes the value of individuals (Balduck et al 2014).…”

Section: Human Relationsmentioning

confidence: 99%

Dimensions of Capacity in Nonprofit Human Service Organizations

Brown

Андерссон

2015

Voluntas

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The purpose of this paper is to present and develop a firmer grasp of the underlying dimensions of organizational capacity in nonprofit human service organizations. The paper draws on the resource-based view of the organization (Barney et al. in Journal of Management 37:1299 Wernerfelt in Strategic Management Journal 5:171, 1984), which recognizes that organizational attributes and capabilities facilitate performance. Interviews were conducted with 66 executives in moderate sized, human service organizations to discuss factors that influence performance. Findings suggest that human, financial, and social capital all contribute to organizational performance. Executives emphasized the quality of people associated with the organization including the role of the board of directors in supporting performance. Many respondents also believed that maintaining healthy and dynamic external relationships was critical to success.

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“…The concept of organisational capacity has frequently been applied in research on VSCs (e.g. Balduck and others, ; Misener and Doherty, ; Swierzy and others, ; Wicker and Breuer, ). While the naming and operationalisation of capacities have varied slightly in previous research, the majority of studies have relied on the three core capacities defined by Hall and others (): the human resource, financial and structural capacities.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Child Protection in Voluntary Sports Clubs in Germany — Factors Fostering Engagement in the Prevention of Sexual Violence

et al. 2019

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Based on the theoretical framework of organisational capacity and using data from an online survey of 8571 sports clubs in Germany, this study investigates clubs’ engagement towards child protection and the prevention of sexual violence. Only half of the clubs indicate that the prevention of sexual violence is a relevant topic for them, and on average, the clubs have implemented between two and three prevention measures. Pertaining to organisational capacity, human resource capacity (e.g. share of volunteers, share of women on the board) and structural capacity (e.g. club culture) exhibit significant effects on clubs’ activation towards child protection.

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Organizational Capacity and Organizational Ambition in Nonprofit and Voluntary Sports Clubs

Cited by 60 publications

References 42 publications

Toward More Targeted Capacity Building: Diagnosing Capacity Needs Across Organizational Life Stages

Toward More Targeted Capacity Building: Diagnosing Capacity Needs Across Organizational Life Stages

Dimensions of Capacity in Nonprofit Human Service Organizations

Child Protection in Voluntary Sports Clubs in Germany — Factors Fostering Engagement in the Prevention of Sexual Violence

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