ABSTRACT

Research question

This paper addresses the following research questions: (1) To what extent do the procedural dimensions of the dynamic capabilities view explain non-profit sport organisations’ adaptation to a changing environment? (2) To what extent do non-profit sport organisations develop routinised versus ad hoc dynamic capabilities?

Research methods

Guided by an interpretivist approach we conducted semi-structured interviews with senior managers of 20 Australian golf clubs. We coded data guided by the procedural dimensions of the dynamic capabilities view but with inductively emerging sub themes.

Results and findings

Our study demonstrates the usefulness of the dynamic capabilities view for investigating strategic processes within non-profit sport organisations. The three procedural dimensions – sensing, seizing, and transforming – captured the different practices undertaken within the golf clubs. Our findings suggest maturity of dynamic capability processes and success with using both routinised and ad hoc processes.

Implications

Dynamic capabilities are useful for understanding the ability of non-profit sport organisations to adapt. Furthermore, routinisation depends on the maturity of an organisation’s internal management processes and the means available for the latter.

中文翻译：

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澳大利亚高尔夫俱乐部的战略流程：动态能力观

摘要

研究问题

本文解决以下研究问题：(1) 动态能力观点的程序维度在多大程度上解释了非营利体育组织对不断变化的环境的适应？(2) 非营利性体育组织在多大程度上发展常规化与临时动态能力？

研究方法

在解释主义方法的指导下，我们对 20 家澳大利亚高尔夫俱乐部的高级经理进行了半结构化访谈。我们根据动态能力视图的程序维度对数据进行编码，但具有归纳性出现的子主题。

结果和发现

我们的研究证明了动态能力观对于调查非营利体育组织内部战略流程的有用性。三个程序维度——感知、捕获和转换——捕捉了高尔夫球俱乐部内进行的不同实践。我们的研究结果表明动态能力流程的成熟度以及使用常规流程和临时流程的成功。

启示

动态能力有助于了解非营利性体育组织的适应能力。此外，常规化取决于组织内部管理流程的成熟度以及后者可用的手段。