A survey of 114 managers of private clubs developed ranked lists of competencies that the managers considered to be important and those they used most frequently. The survey comprised 127 competencies. To get an indication of which competencies are at once important and frequently used, the researchers weighted those two factors to get a consolidated list of competencies that are both important and frequently used. Topping the list were competencies in accounting and finance, F&B management, and human and professional resources. On the other hand, the competencies at the bottom of the list (least important, least used) were in the areas of club building and facility management and external and governmental influences. Competencies in general club management fell both at the top and bottom of the lists. At the top were professional demeanor and working with a board of directors, while at the bottom of the general-management list was golf-facility management (because club managers generally can delegate golf-course responsibilities to superintendents).

Compares the findings of two studies conducted to investigate the ranking of content domain areas of club management and management competencies necessary for success in private club management. A comparison is made between rankings for present and future success. The findings indicate areas for individual manager preparation and organizational program development.

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Purpose -This study was conducted with the aim of examining important and frequently used managerial competencies for private club managers. Sandwith's five-competency domain model was applied to private club managers who were members of the Club Managers Association of America (CMAA). Design/methodology/approach -A total of 800 private club managers from throughout the USA were invited to participate in this study. Managers were randomly selected from the Club Managers Association of America (CMAA) membership list. Findings -This study investigated managerial competencies for private club managers. A total of 28 competencies were classified as essential competencies, 120 were classified as considerably important competencies, and three were classified as moderately important competencies for private club managers. These were classified into five domains: the conceptual/creative domain, the leadership domain, the administrative domain, the interpersonal domain, and the technical domain. Leadership and interpersonal competencies were rated as the most important and the most frequently used managerial competencies. These results are consistent with previous research in other segments of the hospitality industry. Practical implications -This study provides club managers with information on which competencies are important and frequently used to manage private clubs. By measuring the importance of individual competencies, managers can show how critical they are within a particular profession. It is also important to see how often competencies are used in a particular job. The results of this study should help managers and educators identify a list of skills that should be developed in future private club managers through training programs and curriculum offerings. Originality/value -Previous studies on management competencies in the private club profession have only addressed managers' administrative and technical competencies. This is the only known study of its kind to examine Sandwith's conceptual-creative, interpersonal and leadership competency domains for private club managers.

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Service innovation positions an organization to create and deliver anticipatory service that exceeds member expectations and ultimately strengthens relationships. However, service innovation remains one of the most under-researched topics in hospitality. This study begins to fill that gap by exploring the strategies and factors that drive service innovation in the private club industry. Drawing insights from approximately 700 critical incidents reported by private club general managers/chief operating officers, we examined the common strategies and factors that assist clubs in developing and launching new services and products. Moreover, we also categorize pressing issues in the industry that are ripe for future innovation. The findings may have implications not only for the club industry but also for the hospitality industry in general.