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Perceptions of Role Ambiguity by Chairpersons and Executive Directors in Queensland Sporting Organisations

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  • Schulz, John
  • Auld, Christopher

Abstract

The purpose of this study was to investigate the perceptions of role ambiguity experienced by the chairpersons and executive directors of Queensland State Sporting Organisations, specifically how role ambiguity was related to organisational design, satisfaction with organisational communication, and tenure. Data were collected by means of a mailed self-administered questionnaire from a sample of 118 paid executive directors and volunteer elected chairpersons. A response rate of 68% was obtained. The results indicated that there was no significant difference in the perception of role ambiguity by chairpersons and executive directors. However, role ambiguity was negatively related to organic organisational design, satisfaction with communication, and tenure.

Suggested Citation

  • Schulz, John & Auld, Christopher, 2006. "Perceptions of Role Ambiguity by Chairpersons and Executive Directors in Queensland Sporting Organisations," Sport Management Review, Elsevier, vol. 9(2), pages 183-201, September.
  • Handle: RePEc:eee:spomar:v:9:y:2006:i:2:p:183-201
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    References listed on IDEAS

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    1. Merrell, Joy, 2000. "Ambiguity: exploring the complexity of roles and boundaries when working with volunteers in well woman clinics," Social Science & Medicine, Elsevier, vol. 51(1), pages 93-102, July.
    2. Jackson, Susan E. & Schuler, Randall S., 1985. "A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work settings," Organizational Behavior and Human Decision Processes, Elsevier, vol. 36(1), pages 16-78, August.
    3. 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.
    4. 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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    1. repec:eee:spomar:v:20:y:2017:i:4:p:325-337 is not listed on IDEAS
    2. Ferkins, Lesley & Shilbury, David, 2010. "Developing board strategic capability in sport organisations: The national-regional governing relationship," Sport Management Review, Elsevier, vol. 13(3), pages 235-254, August.
    3. Schlesinger, T. & Klenk, C. & Nagel, S., 2015. "How do sport clubs recruit volunteers? Analyzing and developing a typology of decision-making processes on recruiting volunteers in sport clubs," Sport Management Review, Elsevier, vol. 18(2), pages 193-206.
    4. 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.
    5. 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.
    6. Greenhill, Jeff & Auld, Chris & Cuskelly, Graham & Hooper, Sue, 2009. "The impact of organisational factors on career pathways for female coaches," Sport Management Review, Elsevier, vol. 12(4), pages 229-240, November.

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