Combinations of key determinants of performance in sport governing bodies

Abstract

Purpose

The purpose of this paper is to focus on possible combinations of the key determinants of high performance in sport governing bodies (SGBs) which go well beyond the net effects of independent variables.

Design/methodology/approach

The research focused on 18 sport governing bodies from the French‐speaking community of Belgium (CSGBs). Their strategic goals are emphasized and their potential determinants of performance are measured and assessed. Due to the small n‐sample and the causal complexity inherent in this research, a crisp‐set qualitative comparative analysis (csQCA) was performed.

Findings

Three generic combinations of the key determinants linked with high performance were highlighted. The first was high‐performing CSGBs that provide innovative activities for their membership and are proactive in elite sport services. The second was other high‐performing CSGBs of large size that involve paid staff in decision‐making processes and also develop innovative activities. The third was small‐sized governing bodies which, although they do not have extensive resources, could perform highly when they relied on volunteer leaders and delegates activities they were not able to deliver.

Research limitations/implications

Due to country and sport specificities, these results may not be generalized to all SGBs. Nevertheless, it is possible to argue that when trying to understand the performance of such complex nonprofit sport organizations, researchers and practitioners need to take into account combinations of factors, rather than independent performance variables.

Originality/value

Using an innovative mixed method design dealing with causal complexity – qualitative comparative analysis – the paper highlights combinations of factors observed in high performing SGBs.

Citation

Winand, M., Rihoux, B., Qualizza, D. and Zintz, T. (2011), "Combinations of key determinants of performance in sport governing bodies", Sport, Business and Management, Vol. 1 No. 3, pp. 234-251. https://doi.org/10.1108/20426781111162657