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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Nonprofit organizations (NPOs) increasingly implement socially responsible programs to address their responsibilities toward society. Although collaborations are a valuable means to tackle complex social issues, NPOs also similarly collaborate with other NPOs for delivering socially responsible programs. However, the motivations driving NPOs to collaborate with likeminded organizations for socially responsible programs remain unclear. Using a single embedded in-depth case study research design, our purpose is to examine the formation of collaborations among sport federations and sport clubs for socially responsible programs. Reflecting the interplay between resource-based view and institutional perspectives, our findings intrinsically indicate that partners demonstrate similarity in their motivations to collaborate due to their organizational fit, but with some key differences in the complementary resources they seek. Organizational legitimacy and resource exchange needs for socially responsible programs are driving the collaboration rather than organizational survival needs. The potential to create social value makes this nonprofit collaboration form unique.

European Sport Management Quarterly 10 Business-like practices stimulate pressures from stakeholders for CSR practices (Lucassen & 11 de Bakker, 2016) and increased professionalisation processes contribute to the development 12 of organisational factors for shaping CSR (Nagel, Schlesinger, Bayle, & Giauque, 2015). 13There has been a growing number of studies examining CSR implementation, ranging 14 from the levels, steps and stages thereof (Heinze, Soderstrom, & Zdroik, 2014; Kolyperas, 15 Morrow, & Sparks, 2015). The study of CSR implementation involves "focusing on practical 16 guidelines and success factors that can help organisations to design and implement their CSR 17 initiatives'' (Maon, Lindgreen, & Swaen, 2010, p. 26). While several studies have indicated 18 the importance of organisational factors shaping CSR implementation (Jamali, El Dirani, & 19 Harwood, 2015;Puplampu & Dashwood, 2011), the combination of organisational factors 20 that relate to CSR implementation within SFs are largely unknown. 21Examining CSR implementation by SFs is needed because CSR is sensitive to 22 organisational context and characteristics (Breitbarth et al., 2015). SFs possess unique 23 characteristics (Nagel et al., 2015) and implement CSR using their own assets (Zeimers et al., 24 2019). SFs are non-profit organisations with specific features such as intangible strategic 25 objectives, numerous stakeholders embedded within the sport network, a mixed economy