Organisation, Strategie, Responsivität:

The 'dark side' of professionalisation in national sport federations: a case study of the Swiss Floorball Federation

“…new power relationships, which in turn conflict with existing internal conventions. Thus, organisational structures and processes are not only a result of strategies and active management, but also emerge from these processes (Luhmann, 2006;MacLean and MacIntosh, 2012;Ortmann, 2010).…”

“…Therefore, some decisions become more likely than others and perfectly rational decisions are bounded (March and Simon, 1958). Attempts to mitigate new issues may conflict with the current features of the NSF, undermining its effectiveness and efficiency (Ortmann, 2010;Parent and Hoye, 2018;Sam, 2012;Sharpe et al, 2018). Supposed causalities and adaptations that are deemed successful lead to these being prioritised in allocation of resources.…”

Responsive leadership within professional learning networks for sustainable professional learning

“…While Waldenfels' definition represents a more (individual) leadership-orientated understanding of responsiveness, the advanced organisational approach also brings in dimensions of legitimacy and responsibility (Ortmann 2010). The way organisations or organisational leaders respond creatively to external or internal institutional changes, for example, affects the legitimacy of their work, but also renders them responsible for the development of the organisation and its people.…”