A Model for Evaluating Mobile Device Adoption in Community Sports Organizations

Abstract

Few studies have been conducted into the use of mobile technologies at community-based organizations. Community sport organizations (CSOs) typically operate within a defined geographic area and rely on the primary support of volunteers. Based on the characteristics of mobile-based information services, this article proposes a model that provides a guide for CSOs to classify mobile applications through four mobile utility factors and three innovation adoption determinants (cost, skill requirements, and compatibility). The model is supported visually by the use of Microsoft Excel generated “radar graphs” to illustrate desired practical and actual performance. The contribution of the theoretical model is one of providing a vehicle for evaluating mobile technology applications by CSOs to identify the potential effectiveness of mobile devices, particularly in a preadoption scenario.

Negative Consequences of Using Social Networks at the Workplace from the Point of View of the Sports and Youth Departments Staff

“…The study results showed negative and significant effects of using social networks at the workplace on the job inattention of employees of Sport and Youth Department of Golestan Province. This result was consistent with the findings of Makvand & Fernandez and Moqbel & Kock [24,34]. This result means that more use of social networks by employees of the Golestan Province Sports and Youth Department results in more job inattention.…”

“…The study by Taylor et al, on British organizations showed that using social networks in organizations was a tool to bother employees, and the lack of specific rules in this area increased its intensity [33]. Makvand & Fernandez in a study entitled "The Impact of Social Networking on Organizational Behaviors in Non-Democratic Countries" found that the employment of these networks led to the job inattention, lack of time management, reduced participatory behaviors, and reduced group work [34] Holland et al, found that the employment of social networks at workplace led employees to devote more time to using such networks and the use of these networks was more common among younger employees than older employees [35]. Chung & Kim found that the employment of social networks in organizations led to increased ostracism.…”

#Quarantineworkout: The Use of Digital Tools and Online Training Among Boxers and Boxing Coaches During the COVID-19 Pandemic

“…However, the currently available data does not enable me to determine whether this is the case here. That that some boxing clubs and coaches only used digital tools for necessary communications (e.g., to post that the boxing gym was closed due to the COVID-19 pandemic) could also be interpreted as a form of resistance to digitalization in sport, as explored in a few previous studies (Trabal, 2008;Sellitto et al, 2016;Tjønndal, 2020). As Trabal (2008) found, coaches are more likely to resist technological innovation than athletes.…”

“…As Trabal ( 2008 ) found, coaches are more likely to resist technological innovation than athletes. Sellitto et al ( 2016 ) argue that many sports organizations do not use digital tools because they do not have the expertise to exploit them productively. This may also be the case for the boxing clubs and coaches making limited use of digital tools and online training strategies during the shutdown.…”

“…Much of the literature on digital tools and digitalization has focused on professional sports clubs and analysed the implementation and application of digital technologies in high performance sport. Hence, the use of digital technologies for opening up new target groups and marketing opportunities has been examined in some detail, including sports fans use of mobile apps and online platforms (Kang, 2015 ; McGillivray and McLaughlin, 2019 ; Qian et al, 2019 ), elite athletes use of social media platforms (Geurin-Eagleman and Burch, 2015 ; Chawansky, 2016 ), resistance to digitalization in elite sport (Trabal, 2008 ; Tjønndal, 2020 ), social media activities and corporate communication (Waters et al, 2010 ; Yan et al, 2018 ) as part of sports clubs' branding strategies (Watkins and Lewis, 2014 ; Bertschy et al, 2019 ), and online educational and administrative resources for sports organizations (Sellitto et al, 2016 ; Strachan et al, 2016 ). A notable exception to the literature on technology and digitalization in professional sports is Ehnold et al, 2020 study of voluntary sports clubs and their use of digital tools.…”