Leveraging Knowledge for Improved Sport Club Performance Management
Systemic management of sport clubs is challenging task with interesting research potential. Its key difficulty insists in problematic evaluation of overall performance of sport organization and explicit quantification of resultant value for stakeholders. Consequently, numerous sport clubs serve own customers more or less successfully, but identification of their common managerial patterns is problematic. We see the reason of such inherent “fear of standardization” especially in internal maximization of subjectively motivated shared values like friendly environment, common enthusiasm or voluntary collaboration. Moreover, the public sport is still considered and widely promoted rather as a wellness activity than, for example, as an important national health straightening factor or overall productivity driver. The lack of explicit metrics leads also to unbalanced and sometimes even tricky distribution of financial resources across the sport sector, disregarding whether this money comes from government, sponsors, members or customers. In our opinion, existence of widely understandable and sufficiently expressive knowledge-based framework for sport club performance identification and management can help their decision makers establish and maintain appropriate and customizable internal structures and processes, maximizing both overall profit and sportsmen’s satisfaction. In this paper we (i) analyse internal structure of a particular sport club, (ii) process this data with a set of knowledge elicitation, specification and dynamic modelling techniques and (iii) demonstrate and discuss their application in sample environment.
|This chapter was published in: Stanislav Tripes & Jan Voracek , , pages 553-561, 2012.|
|This item is provided by International School for Social and Business Studies, Celje, Slovenia in its series Knowledge and Learning: Global Empowerment; Proceedings of the Management, Knowledge and Learning International Conference 2012 with number 553-561.|
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