Understanding capacity through the processes and outcomes of interorganizational relationships in nonprofit community sport organizations
Engaging in relationships with other organizations is one way for nonprofit community sport organizations (CSOs) to acquire needed resources, knowledge, and other social benefits while achieving important public purposes and building community cohesion. This study explored the processes and outcomes of interorganizational relationships in CSOs through semi-structured interviews with presidents of these organizations (N=20). The findings revealed key relationship processes including trust, consistency, balance, and engagement as well as specific management skills. The findings also revealed that relationships impacted CSOs through enabling improvements to program/service quality and operations, and enhancing community presence. The study contributes to the interorganizational relationship literature and our understanding of how relationships advance organizational goals in this small nonprofit context.
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Volume (Year): 16 (2013)
Issue (Month): 2 ()
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- Hoye, Russell & Cuskelly, Graham, 2003. "Board-Executive Relationships within Voluntary Sport Organisations," Sport Management Review, Elsevier, vol. 6(1), pages 53-73, May.
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- Vera Belaya & Jon Henrich Hanf, 2009. "A multi-theoretical perspective on power in managing interorganizational relationships," International Journal of Social Economics, Emerald Group Publishing, vol. 36(11), pages 1040-1049, October.
- Ariño, Africa & de la Torre, Jose & Ring, Peter S., 2001. "Relational quality: Managing trust in corporate alliances," IESE Research Papers D/434, IESE Business School.
- A. Balduck & A. Van Rossem & M. Buelens, 2009. "Identifying Competencies Of Volunteer Board Members Of Community Sports Clubs," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 09/559, Ghent University, Faculty of Economics and Business Administration.
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