It is widely recognized that the performance measurement of organizations should help them in their strategic decisions and in their capacity to evaluate their successes. This measurement is, however, lacking in sport governing bodies from the French speaking Community of Belgium (n = 56). This paper proposes a model to measure organizational performance by considering strategic objectives distributed among five main dimensions of sport, customers, communication and image, finance and organizational which are measured by quantitative performance indicators. The focus of the paper is on the governing bodies of Olympic sport (n = 27) and the model measures their missions and systemic goals. In addition, the priority the Chairs of 13 Olympic sport governing bodies attach to each dimension and each strategic objective is assessed. Finally, there is a discussion of the comparison of their priorities and their organizational performance, which leads to the identification of four strategic orientations.

The increasing commercialisation of the sports sector and changing consumer demands are some of the issues that create challenges for non-profit sports in contemporary society. It is important for managers and marketers of these organisations to innovate because innovation is a way to grow within a competitive environment and to meet customers' expectations. The present study aims to develop an explorative typology of sports federations based on their attitudes and perceptions of determinants of innovation and their innovation capacity. A cluster analysis suggested three clusters with different responses towards service innovation: traditional sports federations, financially secure sports federations and competitive sports federations. Sports federations perceiving competition in terms of financial and human resources, favouring change and paid staff involvement in decision-making processes, and with negative economic perceptions are significantly more innovative. These findings have implications for the management and marketing of non-profit sports organisations.

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While sport entrepreneurs are known for being risk-takers and for being proactive when implementing new ideas, little is known about individuals' attitudes within non-profit sport organisations. The present study draws on policy implementation and innovation theories to address this gap by investigating staff attitudes toward newness and its impact on innovativeness and change. An online survey was administered to representatives of regional sport federations in Belgium (n=101; 70 per cent response rate) in order to measure their attitude toward newness, the number of service innovation successfully implemented, and the levels of innovativeness and organisational change perceived. On average, sport federation staff show a positive attitude toward newness, which supports the implementation of service innovation. The number of service innovations and perceptions of innovativeness both have significant indirect effects on organisational change as perceived by individuals within sport federations. Managerial and policy implications are provided with regard to the need to develop positive attitude toward newness within non-profit sport organisations in order to foster innovation.