Networks and the Organization of Identity: The Case of Norwegian Snowboarding

Steen‐Johnsen, Kari

doi:10.1080/16184740802461629

Cited by 17 publications

(10 citation statements)

References 34 publications

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“…Chaskin (2001) and Glickman and Servon (1998) also found that partnerships were critical elements in in their capacity, because it enables access to shared resources, knowledge, and experience. Partnerships and network linkages have also been considered as important for local and community sport organizations in a number of studies (e.g., Babiak 2007;Ferrand and McCarthy 2008;MacLean et al 2011;Steen-Johnsen 2008). Misener and Doherty (2009) confirmed this importance in their study on capacity in a nonprofit community sports club.…”

Section: Organizational Capacity In Nonprofit and Sports Researchmentioning

confidence: 91%

Organizational Capacity and Organizational Ambition in Nonprofit and Voluntary Sports Clubs

et al. 2014

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This research measures organizational capacity and organizational ambition in nonprofit and voluntary sports clubs. The organizational capacity dimensions of Hall et al.'s (The capacity to serve: A qualitative study of the challenges facing Canada's nonprofit and voluntary organizations, 2003) multidimensional framework are completed with corresponding dimensions reflecting organizational ambition, and the human resources dimension is further detailed.Each dimension is adapted to be applicable in a sports clubs setting, resulting in the following organizational ambition and capacity dimensions: human resources (board, coaches, volunteers, youth coaches), accommodation, management, financing, and external orientation. Data obtained from a sample of 585 Flemish sports clubs were analyzed using exploratory factor analysis, revealing five types of sports clubs that are labeled 'ambition,' 'coaches,' 'volunteers,' 'management,' and 'accommodation deficiency.' The findings support the use of a multidimensional framework based on the dimensions organizational capacity and organizational ambition, and the usefulness of distinguishing among four types of volunteers.Resume Les présentes recherches mesurent la capacité et l'ambition organisationnelles dans les clubs de sport à but non lucratif et bénévoles. Les dimensions de la capacité organisationnelle du cadre multidimensionnel de Hall et al. (2003) sont complétées par des dimensions correspondantes qui reflètent l'ambition des organisations, et la dimension des ressources humaines est décrite plus en détail. Chaque dimension est adaptée pour être applicable dans le cadre d'un club sportif, entraînant les dimensions d'ambition et de capacité organisationnelles suivantes: ressources humaines (conseil d'administration, entraîneurs, bénévoles, entraîneurs des jeunes), hébergement, gestion, financement et orientation externe. Les données obtenues à partir d'un échantillon de 585 clubs sportifs flamands ont été analysées à l'aide d'une analyse factorielle exploratoire, révélant cinq types de clubs sportifs intitulés «ambition» , «entraîneurs» , «bénévoles» , «gestion» et «hébergement insuffisant». Les résultats soutiennent l'utilisation d'un cadre multidimensionnel basé sur la capacité organisationnelle des dimensions et l'ambition de l'organisation, ainsi que l'utilité de distinguer quatre types de bénévoles.Zusammenfassung Im Zuge dieser Forschungsarbeit werden die organisatorische Kapazität und die organisatorische Ambition in gemeinnützigen und ehrenamtlichen Sportvereinen gemessen. Die organisatorischen Kapazitätsdimensionen des multidimensionalen Rahmens gemäß Hall et al. (2003) werden durch entsprechende Dimensionen ergänzt, die die organisatorische Ambition reflektieren, und es wird im Einzelnen auf die Dimension der menschlichen Ressourcen eingegangen. Jede Dimension wird entsprechend angepasst, um auf Sportvereine Anwendung zu finden, was zu folgenden organisatorischen Ambitions-und Kapazitätsdimensionen führt: menschliche Ressourcen (Vorstand, Trainer, ehrenamtlich...

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Section: Organizational Capacity In Nonprofit and Sports Researchmentioning

confidence: 91%

Organizational Capacity and Organizational Ambition in Nonprofit and Voluntary Sports Clubs

et al. 2014

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“…Most studies of organisational change in sports have suggested that, only in rare cases, have sport organisations (and no international federations) escaped isomorphic trends and demonstrated some variation in structures. For example, Flatum (2013, interviewee) and Steen-Johnsen (2008) referred to the example of the Norwegian Snowboard Federation (the NSBF) that won a battle to attain the status of an autonomous federation responsible for snowboarding in Norway, as the Norwegian Skiing Federation sought to incorporate the sport. Consequently, organisation of competitive snowboarding in Norway can be characterised by a "strong degree of interactivity in organizational processes, the informality and the preference for making decisions without the explicit use of authority" [Steen-Johnsen, (2008), p.347].…”

Section: Discussionmentioning

confidence: 99%

“…This concept is underpinned by the differentiation view of the culture of an organisational field, which suggests that organisations can fulfil multiple purposes and embody multiple logics (Kraatz and Block, 2008). The possibility of the coexistence of various institutional logics has emerged as a result of studies in sports by Fahlen (2006), , , and Steen-Johnsen (2008) and Skirstad and Chelladurai (2011).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

How skateboarding made it to the Olympics: an institutional perspective

Batuev

Robinson

2017

IJSMM

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Abstract:Utilising new institutionalism and resource-dependency theory, this paper examines the organisational context of competitive skateboarding. Many within skateboarding have sought to distance themselves from the institutionalised competitive structure exemplified by the Olympic Games, despite a growth in competitive skateboarding within increasingly formal structures. This paper explores how the sport has evolved and how Olympic inclusion has impacted on its organisational arrangements. Data were collected through semi-structured interviews, supplemented by selected secondary sources. The conclusions of the research are: 1) skateboarding has always functioned as a network which includes event organisers, media companies, and equipment producers, with governing bodies playing a more peripheral role; 2) there was a strong lobby from elite skateboarders in support of inclusion in the Olympics although only on 'skateboarders terms'; 3) interest from the International Olympic Committee has affected the organisational evolution of skateboarding and has stressed issues of organisational legitimacy in this sport.Keywords: competitive skateboarding; organisational evolution; Olympic Games; new institutionalism; youth sport; Tokyo 2020 Skateboarding Commission; TSC.

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“…(Paulus Ähtävä, henkilökohtainen tiedonanto 16.11.2011) Ähtävän kommentin perusteella voisi päätellä, että valmennusta kaipaavat ja kilpailuihin tähtäävät nuoret saattavat olla seurojen ja liiton toiminnassa mukana, kun taas kuvauspuolta harrastavat ja lumilautailun sosiaalista puolta painottavat nuoret organisoivat toimintaansa kaveriporukoiden toimin. Suomen Lumilautaliitto joutuu toimintatavoissaan huomioimaan nämä lajin harrastajille ominaiset identiteetit, joihin lajiliittokin on harrastajia edustaessaan sidottu (Steen-Johnsen 2008). Suomen Lumilautaliitto onkin pyrkinyt pois pelkästä seuratoimintaleimasta tekemällä yhteistyötä esimerkiksi yksityisten kilpailujärjestäjien kanssa, jolloin liiton kilpailukiertueet on järjestetty harrastajien arvostamien yksityisten toimijoiden organisoimina.…”

Section: Lumilautailu Suomalaisen Organisoidun Toiminnan Kontekstissaunclassified

The Role of the Coach in Action Sports: Using a Problem-based Learning Approach

Ojala

Thorpe

2015

International Sport Coaching Journal

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Action sports (e.g., snowboarding, skateboarding, windsurfing, BMX) have traditionally celebrated antiauthoritarian, do-it-yourself and anticompetition cultural values. With the institutionalization and commercialization of action sports over the past two decades, and the introduction of mega-sports events such as the X Games, and the inclusion of some action sports into the Olympic Games (i.e., snowboarding, freestyle skiing, BMX), action sport athletes are increasingly working with coaches, psychologists, agents, managers and personal trainers to improve their performances. In this Insights paper we consider coaching in action sports via the case of Finnish professional snowboarders’ attitudes to coaches. Drawing upon conversations with elite freestyle snowboarders we briefly present insights into their perceptions of the various positions of coaches in professional snowboarding before we offer suggestions built upon a Problem-based learning approach for coaches interested in working with action sport athletes.

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Networks and the Organization of Identity: The Case of Norwegian Snowboarding

Cited by 17 publications

References 34 publications

Organizational Capacity and Organizational Ambition in Nonprofit and Voluntary Sports Clubs

Organizational Capacity and Organizational Ambition in Nonprofit and Voluntary Sports Clubs

How skateboarding made it to the Olympics: an institutional perspective

The Role of the Coach in Action Sports: Using a Problem-based Learning Approach

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