The Public Management of Sport

Abstract

This article proposes that sport policy problems exhibit the characteristics of 'wicked problems', in that they are difficult to define/interpret, are based in competing/ uncertain causes, and generate further issues when solutions are applied. Drawing from the existing body of empirical work in Australia, Canada, the UK and New Zealand, it is further suggested that the modernization of government's partner national sport organizations (NSOs) is effectively wicked because it results in their commercialization and introduces challenges, dilemmas and tradeoffs. Possible consequences for central government agencies include a further emphasis towards elite sport, and a challenge of ensuring the responsiveness of NSOs in relation to diversity issues and their traditional representative functions. The author speculates on the paradox in the government expectation that commercialized NSOs can be repositories of 'social capital'.

The Modernization of Policy-Making Processes in National Sport Organizations: A Case Study of Athletics Canada

“…More specifically, our analysis built upon the works of Green and Houlihan (2005) to examine the consequences of modernization over a ten year period (2002)(2003)(2004)(2005)(2006)(2007)(2008)(2009)(2010)(2011)(2012), and in doing so, contributes an in-depth empirical case study to the small but growing body of literature that has examined the reforms of amateur sport organizations in recent years (e.g., Adams, 2011;Grix, 2009;Houlihan & Green, 2009;Sam, 2009Sam, , 2011. In relation to limitations and directions for future research, it is acknowledged that this investigation did not originally set out to study the consequences of NSO reform.…”

“…product) of an NSO seeking to develop partnerships under the assumptions of a managerialist logic. For Sam (2009), "given the resounding justification for the modernizing agenda is for NSOs to be better attuned to the needs and demands of stakeholders, it remains to be seen whether more modern and commercialized practices will indeed raise their capacities to do so" (p. 510). From the data collected, it seems apparent that the modernization of Athletics Canada is shifting the organizations' focus up to governmental agencies and away from the needs and demands of its stakeholders further down the delivery chain.…”

“…Adams, 2011;Green & Houlihan, 2005, 2006Grix, 2009;Grix & Parker, 2011;Houlihan & Green, 2009;Sam, 2009Sam, , 2011 even despite the concept's lack of precision. This is not to suggest that the concept of modernization is meaningless.…”

“…Houlihan and Green (2009, p. 679) offer the closest articulation to a precise definition by referring to modernization as a particular set themes (e.g., responsiveness, managerialism, responsibilization), principles (e.g., partnership working), technologies (e.g., performance measurements such as benchmarking, public service agreements and auditing), and a narrative that has been used to frame and problematize the current 'state' of public sector management. In this sense, modernization is a persistent aim of government agencies (Sam, 2009) that has come to be viewed as one of the many ways in which governments can shape (i.e. influence) and steer public sector organizations more generally and sport organizations specifically in order to achieve its own objectives.…”

Tensions and contradictions in sport’s quest for legitimacy as a political actor: the politics of Swedish public sport policy hearings

“…professionalise) sport organisations (e.g. Green 2007, Sam 2009, Adams 2011. Second, echoing Houlihan's (1997) analysis, sport is increasingly subjected to various 'performance regimes' , which -contrary to a rhetoric of decentralisation -shifts accountability patterns towards central agencies.…”