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Considering Future Sport Delivery Systems

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  • David Shilbury

Abstract

It is evident that the sports infrastructure in Australia is becoming increasingly more complex and, as proposed in this paper, is evolving into a series of specific industries. This paper describes these changes by applying elements of Porter's (1998) concept of clusters. In essence, clusters represent overlapping industries, and the increasing ability of sports to leverage financial contributions from organisations relying on a sport's ongoing success in the marketplace. Several examples are used to illustrate: (1) the concept of sport clusters, and (2) the issues confronting sports as they interact with a plethora of sport and non-sport organisations. Several outcomes are enunciated in the paper describing the impact of changing sport delivery systems. Conclusions include the need to recognise a broader role for national and state sporting organisations and to leverage financial support from within their cluster to complement existing, but limited government support. The ability to leverage financial resources from within a cluster will also be reliant on revamping inter-organisational networks recognising that a cluster actually becomes the value chain defining supplier and buyer linkages. Finally, a number of research issues are raised calling on scholars to examine changing industry structures and subsequent sporting organisation responses to these changes by mapping the interactions between industries and organisations to better understand cluster networks and competition.

Suggested Citation

  • David Shilbury, 2000. "Considering Future Sport Delivery Systems," Sport Management Review, Taylor & Francis Journals, vol. 3(2), pages 199-221, July.
    • Handle: RePEc:taf:rsmrxx:v:3:y:2000:i:2:p:199-221
    DOI: 10.1016/S1441-3523(00)70086-6
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    Citations

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    Cited by:

    1. Anna Gerke & Michel Desbordes & Geoff Dickson, 2011. "The relationship between inter-organisational citizenship behaviour and innovation within sport clusters - a cross-cultural approach," Post-Print hal-00716680, HAL.
    2. Gerke, Anna & Dickson, Geoff & Desbordes, Michel & Gates, Stephen, 2017. "The role of interorganizational citizenship behaviors in the innovation process," Journal of Business Research, Elsevier, vol. 73(C), pages 55-64.
    3. Kellett, Pamm & Russell, Roslyn, 2009. "A comparison between mainstream and action sport industries in Australia: A case study of the skateboarding cluster," Sport Management Review, Elsevier, vol. 12(2), pages 66-78, May.
    4. Ferkins, Lesley & Shilbury, David & McDonald, Gael, 2005. "The Role of the Board in Building Strategic Capability: Towards an Integrated Model of Sport Governance Research," Sport Management Review, Elsevier, vol. 8(3), pages 195-225, November.
    5. Gerke, Anna & Babiak, Kathy & Dickson, Geoff & Desbordes, Michel, 2018. "Developmental processes and motivations for linkages in cross-sectoral sport clusters," Sport Management Review, Elsevier, vol. 21(2), pages 133-146.
    6. Anna Gerke, 2015. "Interorganizational linkages in sport industry clusters - types, development, and motives," Post-Print hal-01167403, HAL.
    7. Kennelly, Millicent & Toohey, Kristine, 2014. "Strategic alliances in sport tourism: National sport organisations and sport tour operators," Sport Management Review, Elsevier, vol. 17(4), pages 407-418.
    8. Anna Gerke & Kongting Yeh, 2015. "From manufacturing base to innovative cluster – the case of Taiwan’s cycle industry," Post-Print hal-01340307, HAL.
    9. Dowling, Mathew & Edwards, Jonathon & Washington, Marvin, 2014. "Understanding the concept of professionalisation in sport management research," Sport Management Review, Elsevier, vol. 17(4), pages 520-529.
    10. Gerke, Anna & Woratschek, Herbert & Dickson, Geoff, 2020. "The sport cluster concept as middle-range theory for the sport value framework," Sport Management Review, Elsevier, vol. 23(2), pages 200-214.

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