Pressure and obstacles to the employment of paid managers in voluntary sports clubs and federations in Germany

Horch, Heinz-Dieter; Schütte, Norbert

doi:10.1080/16138171.2009.11687832

Cited by 19 publications

(14 citation statements)

References 2 publications

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“…The influence of the environment, and adaption to common expectations of other institutions (e.g. umbrella organizations, member organizations, and policy makers), is often explained using institutional theory (Horch & Sch€ utte, 2009;Kikulis, 2000;O'Brien & Slack, 2004;Washington & Patterson, 2011). Our study approaches professionalization with a 'theoretically open mind'; professionalization is multifaceted and by maintaining an openness in theory and by accessing multiple approaches we may better understand different aspects of the phenomenon (Abbott, 1988;Horch & Sch€ utte, 2009;Peachey et al, 2015;Slack, 2014;.…”

Section: Causes and Consequences Of Professionalizationmentioning

confidence: 99%

Developing a conceptual framework to analyse professionalization in sport federations

Ruoranen

Klenk

Schlesinger

et al. 2016

European Journal for Sport and Society

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Existing research on sport organizations is imprecise in the use of the concept of 'professionalization'. Furthermore, we do not know if analytical concepts of professionalization correspond with the understanding in practice. This study explores the perceptions of practitioners and proposes a framework to analyse professionalization in national sport federations. Expert interviews were conducted with six key people from Swiss national sport federations and then analysed these for characteristics of professionalization using a hermeneutic approach. The characteristics were divided into three areas: (1) changed management philosophy, (2) functional differentiation and specialization, and (3) application of management tools. However, professionalization is primarily perceived to be a matter of 'professional' attitude that transforms into federation culture. The practitioners disclose an ambivalent view of professionalization, e.g. business-like culture vs. voluntarism, for-profit vs. non-profit orientation, autonomy vs. control. A framework is developed that synthesizes analytical concepts and practitioners' perceptions to support future comprehensive research into causes, forms and consequences of professionalization in national sport federations.

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Section: Causes and Consequences Of Professionalizationmentioning

confidence: 99%

Developing a conceptual framework to analyse professionalization in sport federations

Ruoranen

Klenk

Schlesinger

et al. 2016

European Journal for Sport and Society

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“…However, sport organizations that avoid a professionalization orientation (see Figure 1) tend to have fewer paid staff employed (Cachay et al, 2001). The pressure to employ paid staff in federations increases with higher work requirements and the need for higher expertise (e.g., in marketing, communication, or financing)-for example, to manage stakeholder relationships (Horch and Schütte, 2009). The hiring of paid staff, in turn, may increase the levels of formalization (Nichols et al, 2015;Thibault et al, 1991).…”

Section: Types Of Professionalization 10mentioning

confidence: 99%

“…Furthermore, these NSFs are probably more attractive to sponsors, which may further contribute to their higher financial resources. Aside from differences in financial resources, the demands and expectations of athletes, coaches, and stakeholders (e.g., sponsors) in small NSFs oriented toward high-performance sports (cluster 3) may push them towards professionalization, as Horch and Schütte (2009), Ruoranen et al (2018), and Kikulis et al (1992) also found. This may explain why the NSFs of cluster 3 are smaller but have more financial resources available than those of cluster 2.…”

Section: Organizational Characteristics and Validation Of The Identifmentioning

confidence: 99%

Types of professionalization

Lang

Schlesinger

Lamprecht³

et al. 2018

SBM

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Purpose The purpose of this paper is to identify types of professionalization in Swiss national sport federations (NSFs) and analyze organizational characteristics associated with specific types of professionalization. Such types reveal common patterns among the increasingly complex organizational designs of NSFs and thus contribute to the understanding of professionalization in NSFs. Design/methodology/approach An online survey of all Swiss NSFs was conducted to identify types of professionalization in these organizations using hierarchical cluster analysis, based on a multi-dimensional framework of professionalization. Findings The analysis revealed four types of professionalization: formalized NSFs managed by paid staff, NSFs managed by volunteers and a few paid staff off the field, NSFs with differing formalization and paid staff on the field, and moderately formalized NSFs managed by volunteers. The types differ in terms of the NSFs’ organizational characteristics, in particular, size, financial resources, Olympic status, and performance. Originality/value Applying factor and cluster analysis is a new approach to analyzing professionalization in NSFs that makes uncovering distinctive organizational patterns among a large number of NSFs possible. These results lay the foundation for understanding the professionalization of NSFs, counseling NSFs on their organizational development, and conducting future research on the design types of sport organizations.

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“…In particular, the interests of NSFs and stakeholders may differ, because NSFs are committed to their members' interests. Therefore, we should also consider NSFs endogenous conditions as affecting changes in sport organizations (e.g., Horch & Schütte, 2009). Kikulis and colleagues (Kikulis, Slack, & Hinings, 1995) explained variation in organizations' responses to institutional pressures with the active role of key actors in the design of organizations.…”

Section: Introductionmentioning

confidence: 99%

“…While these approaches build on interests and decisions of key actors, other scholars apply the contingency theory and assess other (internal) situational characteristics as effecting changes in (sport) organizations. These can be, for example, financial resources, size, culture, and leadership relations (Horch & Schütte, 2009). Slack and Hinings (1992), for example, found a considerable hindering influence of organizational culture (e.g., shared operating norms, ideology, myths) that was challenged by professionalization.…”

Section: Introductionmentioning

confidence: 99%

Causes for professionalization in national sport federations in Switzerland: a multiple-case study

Ruoranen

Clausen

Nagel

et al. 2018

CISS

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Aim and design: This study explores causes for professionalization in Swiss national sport federations (NSFs). We conducted a multiple-case study employing a qualitative approach with interviews and documents from seven NSFs. A three-level framework guided the analysis in distinguishing NSF endogenous causes, and causes in their external and internal environment.Results: Causes for professionalization were widely similar in the NSFs. Conflicts on the board, unclear decision-making competences and initiatives of key persons have prominently triggered professionalization, particularly for differentiation of strategic boards and executive headquarters, specialization and paid staff. The Swiss government, Swiss Olympic Association and sponsors (external environment) have brought about considerable adaptations in NSFs’ strategies, accountability issues and commercialization, whereas expectations of NSFs’ member organizations (internal environment) have had little impact on their professionalization in general. Rather, the NSFs view them as necessities they themselves do not perceive. Our analysis revealed additional NSF-specific factors (e.g., popularity, financial resources, attitude of individuals towards professionalization) that have an impact on pace and continuity of the process once it has been initiated.Conclusion: Our analysis is a first step towards understanding the professionalization process in Swiss NSFs. Referring to the similar causes for professionalization, uncertainty and competing for resources may have led some NSFs to mimic those NSFs they deem successful, leading to similar conditions that call for professionalization (e.g., with respect to workload and internal expectations). Respective networks between motivated people in the NSFs and stakeholders could support a deliberate professionalization. NSF endogenous and NSF external causes for professionalization seem to be reciprocal. This should be considered more specifically in the analysis of professionalization in NSFs. Single-case studies would be useful to understand the mechanisms and eventual phases more clearly, to identify eventual barriers and avoid unintended consequences to, finally, support NSFs’ professionalization in an efficient manner.

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Pressure and obstacles to the employment of paid managers in voluntary sports clubs and federations in Germany

Cited by 19 publications

References 2 publications

Developing a conceptual framework to analyse professionalization in sport federations

Developing a conceptual framework to analyse professionalization in sport federations

Types of professionalization

Causes for professionalization in national sport federations in Switzerland: a multiple-case study

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