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Perceived Threats through COVID-19 and the Role of Organizational Capacity: Findings from Non-Profit Sports Clubs

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  • Svenja Feiler

    (Institute of Sport Economics and Sport Management, German Sport University Cologne, 50933 Cologne, Germany)

  • Christoph Breuer

    (Institute of Sport Economics and Sport Management, German Sport University Cologne, 50933 Cologne, Germany)

Abstract

(1) Background: The COVID-19 pandemic has forced non-profit sports clubs to shut their doors. As a consequence, neither sports activities nor social gatherings could take place for an indefinite period. This situation poses potential risks to sports clubs as clubs could lose members, volunteers, and revenue. The purpose of this study is to investigate how strong clubs have been affected so far by COVID-19 and which capacities help or hinder clubs in dealing with the crisis. (2) Methods: The study is based on large-scale primary data ( n = 4295) collected among German sports clubs in autumn 2020. Three fractional regression models are applied to examine which organizational capacities are related to potential threats caused by COVID-19. (3) Results: Clubs perceive the risk of losing members as most threatening, followed by the challenge of retaining volunteers. Potential financial threats are perceived as smaller by clubs without their own sports facilities and paid employees. (4) Conclusions: Overall, sports clubs with a strong solidarity culture seem to be affected less by potential threats through COVID-19. To become more resilient to unexpected external influences, capacity building in specific areas of sports clubs should be considered. Support from public institutions and sports associations is needed.

Suggested Citation

  • Svenja Feiler & Christoph Breuer, 2021. "Perceived Threats through COVID-19 and the Role of Organizational Capacity: Findings from Non-Profit Sports Clubs," Sustainability, MDPI, vol. 13(12), pages 1-24, June.
  • Handle: RePEc:gam:jsusta:v:13:y:2021:i:12:p:6937-:d:578445
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    References listed on IDEAS

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