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2021 | Book

Introduction Read chapter Read first chapter

Strategic Sport Management

Sustainability of Sports Clubs

Authors: Assoc. Prof. Michal Varmus, Ph.D. Milan Kubina, Roman Adámik

Publisher: Springer International Publishing

Book Series : Contributions to Management Science

Part of: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft" , Springer Professional "Technik"

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About this book

Sport, and in particular the sporting environment, has undergone significant changes in recent decades. The social significance and commercialization of sport; the use of new technologies and organizational structures; and the involvement of various stakeholders matter more today than ever before. This book addresses the key influence of stakeholders in particular on the activities of sports organizations, taking into account certain territorial differences around the world, but also within Europe. The authors explain the key characteristics of the management of sports organizations as opposed to other organizations. These include the strategic management and setting of long-term goals such as sporting success, sustainable funding, youth training, and community building. The authors present a strategic model for these goals and stakeholders in the context of sport, together with research-based case studies in which the critical factors in the strategic management of successful and unsuccessful sports organizations are identified.

Table of Contents

Frontmatter
Chapter 1. Introduction
Abstract
Exercise culture and a healthy lifestyle are the current leading trends that are becoming part of the daily lives of an increasing number of people. These trends can also be observed from the enormous growth of the number of personal trainers, nutrition counselors, and mental coaches, as well as health and exercise mobile applications. The official sports policy of almost all governments is aimed at promoting mass sports and exercise in general. Opposite to the exercise culture associated with a healthy lifestyle stands professional sport. It contains a relatively small group of professional athletes who get support from teams of specialists in various fields and whose performances and results generate billions in revenue, transforming the sport into a regular business.
Michal Varmus, Milan Kubina, Roman Adámik
Chapter 2. From Management to Sport Management
Abstract
According to the English etymological dictionary, the term sport originated around the thirteenth century by the abbreviated words “disport” (old English) or “desport” (old French) standing for fun, joy, pleasure, play, or flirting. Certain elements of sports management were already used during the first ancient Olympic Games in 776 BC. One can say, in an exaggerated sense, that sports management was coined even before the word sport (Masteralexis et al. 2008). Currently, sport is defined in the Oxford and Cambridge dictionaries as an activity involving physical exertion, where individuals or squads compete against each other for entertainment, health, and/or money according to fixed rules. Although Klein (2016) agrees with the general definitions, they focus on the use of the term “physical activity.” Games and activities exist that do have a physical component, such as chess. The author also mentions the boundaries of what sport is and what sport is not. People could think that they knew exactly what sport is until eating and running down the hill competitions appeared.
Michal Varmus, Milan Kubina, Roman Adámik
Chapter 3. Sport and Sport Environment
Abstract
Sport has been an important social activity since the days of ancient Greece or the Roman Empire. Sport has its place in every culture, and each culture has its specific popular sports (Szymanski 2004), even though each culture had individuals who carried new ideas and habits. Sport has undergone significant development and a change in its influence, organization, or formalization. Sport is the gateway to cultural awareness, education, health, as well as economic and social development. It helps young people learn the value of self-discipline and goal setting. It creates self-confidence. It provides an alternative to conflict and delinquency. It can bring hope and meaning to the lives of people in poor communities and other people in need (olympic.org 2013).
Michal Varmus, Milan Kubina, Roman Adámik
Chapter 4. Sustainable Management of Sports Organizations
Abstract
The strategic management process of sports clubs has its unique characteristics, which mainly affect the sports environment. When creating strategy alternatives for individual objectives, managers shall base their decisions on the analysis of the club’s internal and external environment.
Michal Varmus, Milan Kubina, Roman Adámik
Chapter 5. Conclusion
Abstract
Over the years of its existence, sport has developed from a leisure activity to a full-fledged professional industry. The goal of sports organizations is no longer just to achieve sports success and fan popularity but also to generate profit. The process of strategic management is vital for the sustainability of all companies in the business environment. This also applies to sport, in which the same elements are used and which is led by experienced professional managers and a large number of other workers with the same rights and responsibilities as in other sectors.
Michal Varmus, Milan Kubina, Roman Adámik
Metadata
Title
Strategic Sport Management
Authors
Assoc. Prof. Michal Varmus
Ph.D. Milan Kubina
Roman Adámik
Copyright Year
2021
Electronic ISBN
978-3-030-66733-7
Print ISBN
978-3-030-66732-0
DOI
https://doi.org/10.1007/978-3-030-66733-7