Does size matter when public management tools meet (the voluntary) reality in sports facilities

Bibliographic Data

ID12855913
AuthorsEvald Bundgård Iversen (0000-0003-0430-0601, corresponding author)
Year2017
Volume59
Issue1
Pages54-69
Publication date2017-01-02
Open AccessNo
TypeARTICLE
VenueWorld Leisure & Recreation (JOURNAL)
Journal identifiersISSN: 1026-1133 • E-ISSN: 2333-4509
PublisherTaylor & Francis (PUBLISHER • GB)
DOI10.1080/16078055.2016.1277612
OpenAlexW2576083024
LanguageEN
Citations received2
References cited24

This paper focuses on leisure management in private non-profit (PNP) sports halls. The aim of the paper is to assess which strategic behaviour the PNP sports hall pursued under different types of public management steering models and whether changes in behaviour influenced utilization. The implementation of an activity-based steering model is compared with a non-activity-based steering model. Based on both qualitative and quantitative data, implementing the activity-based steering model resulted in strategic behaviour with a higher utilization, but also the size of the PNP sports hall played an important role for those deciding which strategic behaviour to pursue. To a greater extent than the small ones, the large PNP sports halls had a focus on attracting new users in order to increase utilization as well as income. Furthermore, the small PNP sports halls focus on Voluntary Sport Organizations (VSOs) as their primary user group. Based on the results, it is suggested to change the composition of the board for the PNP sports hall so that the PNP sports halls can escape its current partial deadlock as the VSOs seem to play a dominant role on both the boards and in the sports hall in general

Business · Economics · Focus group · Management · Microeconomics · Political science · Profit (economics · Public relations · Sport management · Turnover · Nonprofit Sector and Volunteering · Public Policy and Administration Research · Sport and Mega-Event Impacts · Marketing

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