The nature of innovation in community sport organizations

Innovating Youth Tournament Schedules to Minimize School Absenteeism

“…Indeed, management literature has identified innovation as an integral executive competency that contributes to organizational effectiveness (Damanpour & Schneider, 2006;Wolfe, 1994). Scholars, however, have noted a reluctance to change in tradition-bounded industries such as sport (Hoeber & Hoeber, 2012;Wolfe et al, 2007), where a reliance on convention is apparent (Taylor, 2004;Thiel & Mayer, 2009). Positioning all CSO leaders as static, though, is not accurate; indeed, Hoeber et al (2015) found that some "CSOs are actively involved in the pursuit of innovations" (p. 529).…”

“…An extensive amount of management literature has identified innovation as an integral managerial competency that contributes to organizational effectiveness (Caza, 2000;Damanpour & Schneider, 2006;Wolfe, 1994). Despite its importance, innovative thinking remains slow or is often opposed in traditionbounded industries, such as sport (Hoeber & Hoeber, 2012;Wolfe et al, 2007). In this context, innovation is defined as "any idea, practice, or material artifact perceived as new by the relevant unit of adoption" (Zaltman, Duncan, & Holbek, 1973, p. 10).…”

“…With a focus on community sport organizations (CSOs), it has been noted that many of these organizations have a culture of informality and are reliant on tradition in the delivery of their sport (Taylor, 2004;Thiel & Mayer, 2009). Hoeber and Hoeber (2012) note that these characteristics may serve as deterrents for innovative thinking in CSOs. However, recent research completed by Hoeber, Doherty, Hoeber, and Wolfe (2015) challenge the labeling of CSOs as risk adverse (Damanpour, 1996;Hull & Lio, 2006) and lethargic when responding to environmental change (Thiel & Mayer, 2009).…”

“…Hoeber and Hoeber (2012) note that these characteristics may serve as deterrents for innovative thinking in CSOs. However, recent research completed by Hoeber, Doherty, Hoeber, and Wolfe (2015) challenge the labeling of CSOs as risk adverse (Damanpour, 1996;Hull & Lio, 2006) and lethargic when responding to environmental change (Thiel & Mayer, 2009). More specifically, the research of Hoeber et al (2015) reveals that CSOs are actively seeking innovations that exercises small changes to program delivery (i.e., process-related change).…”

Criação do Conhecimento intra e interorganizacional em organizações esportivas

“…Em avaliação sobre o tema, Misener e Doherty (2013) consideram que há estudos sobre o relacionamento interorganizacional e a geração do conhecimento nas organizações esportivas (PHILIPS;DUNCOMBERAZAGHI, 2014;RAZAGHI et al, 2013;SCHENK et al, 2015;SCHULTZE;LEIDNER, 2002). Já Wemmer, Emrich e Koenigstorfer(2016) identificaram que a inovação em clubes esportivos sem fins lucrativos recebeu uma maior atenção dos estudiosos da Gestão do Esporte nos últimos anos(HOEBER et al, 2015;HOEBER, 2012;EMRICH;WINAND et al, 2014). Instrumentalidade, relativa aos objetivos alcançados pela organização serem por meio de seus membros e não individualmente,Nonaka e Takeuchi (2008) afirmam que ela pode ser alcançada por meio da rotação de pessoal, permitindo que os membros adquiram conhecimento multifuncionais, visando a enfrentar problemas das inesperadas flutuações ambientais.No que se refere aos Membros e / ou funcionários,Girginov (2008) considera que os mesmos devem possuir habilidades para tomadas de decisões, que envolvem o conhecimento organizacional, considerando as capacidades de aprendizagem pessoal e interorganizacional, planejamento e comunicação.No âmbito da Divisão do trabalho,Nonaka e Takeuchi (2008) apontam que existem várias maneiras de criar conhecimento dentro da organização, como a adoção da prática de diferentes departamentos funcionais trabalharem juntos e, depois, discutir suas vantangens e desvantagens.As Regras e procedimentos formais são considerados porNonaka e Takeuchi (1997) como parte da difusão interativa do conhecimento.…”