2010
DOI: 10.1080/19368623.2010.482825
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Another Decade of Research in Club Management: A Review of the Literature in Academic Journals for the Period 1994–2005

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Cited by 31 publications
(27 citation statements)
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“…Since clubs differ on what they require of their managers, this industry-specific competency model helps manager's explain their roles to their members, as well as their board of directors, who might not understand the role of the general manager or chief operating officer of the club. Barrows and Ridout (2010) recently published an article reviewing the club literature in academic journals from the period 1994 to 2005. They recognized that strategic management is "a relatively new development in clubs, and it now seems to be attracting the attention of researchers" (p. 449).…”
Section: Discussionmentioning
confidence: 99%
See 1 more Smart Citation
“…Since clubs differ on what they require of their managers, this industry-specific competency model helps manager's explain their roles to their members, as well as their board of directors, who might not understand the role of the general manager or chief operating officer of the club. Barrows and Ridout (2010) recently published an article reviewing the club literature in academic journals from the period 1994 to 2005. They recognized that strategic management is "a relatively new development in clubs, and it now seems to be attracting the attention of researchers" (p. 449).…”
Section: Discussionmentioning
confidence: 99%
“…It is important to observe that the management of these human resource functions and activities may be somewhat different from other types of hospitality segments. Most clubs do not have a full-time human resource director, but instead human resource responsibilities are often shared by other managers, and in fact, these human resource activities are overseen and delegated by the general managers/COOs (Barrows and Ridout, 2010).…”
Section: Discussionmentioning
confidence: 99%
“…However, it was discovered, club managers differed with regards to a number of factors. Previous research supports that there are numerous aspects of club operations that set that segment apart from other operations in the hospitality industry (Barrows, 1994). One could surmise this differentiation is due to the fact that the club industry is working to satisfy the needs of members versus the general needs of guests.…”
Section: Limitationsmentioning
confidence: 96%
“…Gustafson (2002) found a mean turnover rate of 75% in private clubs, but the study did not address issues relating to executive tenure. In light of inadequate studies in the field of club management (Barrows, 1994;Barrows & Ridout, 2010), studies found in other management realms are beneficial to the study of club manager longevity.…”
Section: Literature Reviewmentioning
confidence: 98%