ABSTRACT

Purpose

Community sport clubs (CSCs) often find themselves with limited resources and external agents can be resourceful facilitators of capacity building processes. This case study, however, analyzes the organizational capacity and adaptive strategies of CSCs after a disengaged partnership with an external agent.

Design

This study used a qualitative case study design to investigate the outcomes of this phenomenon. Data collection consisted of field visits with 20 European-American football CSCs across 10 countries and semi-structured interviews with 10 club leaders representing 7 countries.

Findings

CSCs were diagnosed with weak resources across the five components of organizational capacity. CSCs adapted to capacity deficits after the external agent’s exit by taking on transformative strategies to facilitate self-empowerment. While these strategies steadily eliminated some barriers of organizational capacity, they did not eliminate the structural challenges to advance capacities in CSC organizations.

Practical implications

A CSC’s lasting ability to obtain organizational capacity via an external agent critically relies on the objectives of the relationship and the intent to transfer capacity building skills.

Research contribution

This study extends Schulenkorf’s [2010. The roles and responsibilities of a change agent in sport event development projects. Sport Management Review, 13(2), 118–128. https://doi.org/10.1016/j.smr.2009.05.001] model of community empowerment by incorporating Hall et al. [2003. A qualitative study of the challenges facing Canada’s nonprofit and voluntary organizations. Canadian Centre for Philanthropy] five interrelated dimensions of organizational capacity as the critical components through which the empowerment process should occur.

中文翻译：

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NFL Europa在社区体育俱乐部的成果

摘要

目的

社区体育俱乐部（CSC）通常发现自己资源有限，而外部代理商可以成为能力建设过程的足智多谋的推动者。然而，本案例研究分析了与外部代理人脱离合作关系后，CSC的组织能力和适应策略。

设计

本研究使用定性案例研究设计来调查此现象的结果。数据收集包括对来自10个国家/地区的20个欧美足球CSC进行实地访问，以及对来自7个国家/地区的10个俱乐部领导人的半结构化访谈。

发现

在组织能力的五个组成部分中，CSC被诊断出资源薄弱。CSC通过采取促进自我授权的变革策略来适应外部代理人退出后的能力不足。尽管这些策略稳步消除了组织能力的某些障碍，但它们并没有消除提高CSC组织能力的结构性挑战。

实际影响

CSC通过外部代理获得组织能力的持久能力在很大程度上取决于关系的目标和转移能力建设技能的意图。

研究贡献

这项研究扩展了Schulenkorf [2010年。变革推动者在体育赛事开发项目中的角色和职责。运动管理评论，13（2），118-128。https://doi.org/10.1016/j.smr.2009.05.001]通过纳入Hall等人的社区赋权模型。[2003。对加拿大非营利组织和志愿组织所面临挑战的定性研究。加拿大慈善中心]组织能力的五个相互关联的维度，是授权过程应通过的关键组成部分。