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1.1.2 Contemporary sport: change or be changed.
1.1.3 Governments’ interest in sport.
1.1.4 One organisation, a dual mission, several challenges.
It is noteworthy that the correspondence – one sport, one IF – could be confusing. For instance, according to
the IOC’s (2014) Olympic Charter, Aquatics is a sport, Swimming would be a discipline, and the 50m Freestyle
an event. The same happens to Ski and Snowboard, which are considered two different disciplines of the sport
Ski – which is governed by the International Ski Federation.
1.2.1 Challenges arising from policy priorities and rationalisation.
1.2.2 Using a case study approach.
1.3.1 Theoretical contribution.
1.3.2 Practice contribution.
Figure 1. Bodies of literature and theoretical lens
2.1.1 National Federations.
Figure 2. The Olympic Movement system
Adapted from Chappelet (2008) IOC – International Olympic Committee; NOCs – National Olympic Committees; OCOGs – Organising Committees of Olympic Games; IFs – International Federations; NFs – National Federations
Figure 3. Central position of NFs in the sport system
2.1.2 Encouragement and pressures.
2.1.3 Professionalisation.
2.1.4 Commercialisation.
2.1.5 Governmentalisation.
Table 1. Sport development definitions
2.2.1 Development of sport dimension.
2.2.2 Development through sport dimension.
2.2.3 Sport development models.
Figure 4. Sport development continuum model
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Figure 5. Sport development divergence
2.2.4 Relationship between elite and participation sport.
2.2.5 Trickle-up effect.
Figure 6. The trickle-up effect
2.2.6 Trickle-down effect.
Figure 7. The trickle-down effect
2.2.7 Priority in sport development agendas.
2.2.8 Challenges, tensions and enablers.
2.3.1 Institutional theory.
2.3.2 Institutional theory selection justification.
2.3.3 Institutional logics.
2.3.4 Institutional complexity.
2.3.5 Multi-level institutional complexity.
Table 2. Complexity levels, locus and sources Complexity Level Complexity Locus Complexity Source (multiple and conflicting)
Societal Society Society-level institutional logics External Institutional field Field-level institutional logics Interstitial Federation Affiliated organisations’ interests Internal Organisation Organisational agendas (part of the core mission)
2.3.6 Complexity typology.
2.3.7 Organisational filters.
2.3.8 Organisational responses.
Table 3. Organisational responses in management literature
Adapted from Battilana and Lee (2014, p. 404)
2.3.9 Theoretical framework.
Figure 8. Theoretical framework
2.4.1 Gaps in sport management.
2.4.2 Gaps in institutional theory.
3.3.1 Selection of the level of analysis.
3.3.2 Selection of the setting and field.
Table 4. Australia and Portugal contextual differences (over the last 10 years)
3.3.3 Selection of the cases.
Table 5. Case selection criteria
Table 6. Data inventory
Also known as an Olympiad, is the period of time between two summer or winter Olympic Games, if the case
is a NF of a summer or winter sport.
3.4.1 Primary data collection – semi-structured interviews.
Table 7. Semi-structured interviews
3.4.2 Secondary data collection – NF documents.
3.4.3 Secondary data collection – third party documents.
3.5.1 Capturing institutional logics.
Table 8. TA’s exclusive and shared logic vocabulary
3.5.2 Data structure.
Table 9. Data structure
Annual reports, interviews, strategic plans
Annual reports, interviews
Event organisation (FTP) Sport tourism (FTP)
School sport (FTP)
Annual reports, interviews, documents
Annual reports, interviews
Annual reports, interview, job description, strategic plan
Annual reports, strategic plans
Annual reports, interviews, strategic plans
Annual reports, interviews, strategic plans, documents
Annual reports, interviews, strategic plans
Annual reports, interviews
Annual reports, interviews
Annual reports, interviews, strategic plans
Annual report, interviews, strategic plans
Annual report, interview, job description, strategic plans
4.1.1 Beginnings (1972-1992).
4.1.2 Sydney 2000 Olympic Games (1993-2000).
4.1.3 After the Olympic Games (2001-2008).
4.1.4 Contemporary challenges (2009-2016).
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4.1.5 The present (2017+).
4.1.6 Australian Context Summary.
4.2.1 Dictatorship and revolution (1933-1974).
4.2.2 Post-revolution and European influence (1975-1992).
4.2.3 Barcelona 1992 Olympic Games failure (1993-2004).
4.2.4 Contemporary challenges (2005-2016).
4.2.5 The present (2017+).
4.2.6 Portuguese Context Summary.
Table 10. Triathlon disciplines, segments and distances
4.3.1 International Triathlon Union.
Table 11. Components of TA's institutional logics
4.6.1 Triathlon Australia commercial logic.
. Appendix 3 shows some of the changes that occurred over time. For example, in
the 2003-2004 season,
Similarly, the background of the CEO appointed in 2016, and the current strategic
plan (2016-2019), reflect a commercial focus. TA aims to increase non-public funding
through membership by attracting more participants and improving their experience, as well
as diversifying their revenue streams, in particular sponsorship. A TA board member
suggested that members of the board should come from more varied backgrounds to match
Australian diversity. This would add different perspectives to the board and cater to varied
customer segments, which could help grow the sport and its revenue.
4.6.2 Triathlon Australia government logic.
4.6.3 Triathlon Australia social logic.
Conforming with social logic carriers also means addressing significant players such
as the ITU. TA aims to improve its international social profile and stay relevant in the world
of Triathlon. It organises major competitions on a regular basis and has several Australians in
key ITU decision-making positions and is a respected and trusted member of ITU. The
international governing body has collaborated with TA to test some of their innovations in
the sport. The ITU’s requirements were identified by interviewees as relatively
straightforward and therefore not contributing to complexity.
4.6.4 Federação de Triatlo Portugal commercial logic.
4.6.5 Federação de Triatlo Portugal government logic.
4.6.6 Federação de Triatlo Portugal social logic.
Figure 9. TA positive and negative disruptive events
5.1.1 Responding to external complexity.
Table 12. TA External complexity – themes and sub-themes Theme Sub-theme
Alignment
Quality customer service Race venues Increase membership Hybrid board and staff
Transcendence Recruitment of high-profile people Governance
Negotiation Reducing membership cost Events calendar
Table 13. TA Alignment response features
Quality customer service
Hybrid board and staff members
5.1.2 Responding to interstitial complexity.
Table 14. TA Interstitial complexity – themes and sub-themes
Table 15. TA Invitations for dialogue – national conference focus overtime
Table 16. TA Strategic plan statements and content
Table 17. TA 'Whole of Sport' standardisation processes over time
5.1.3.4 Specialisation.
5.1.3 Responding to internal complexity.
Table 18. TA Internal complexity – themes and sub-themes
Table 19. TA Strategic leveraging of direct/indirect links between elite/participation
5.1.4 Responding with emotions.
Table 20. TA Emotions – themes and sub-themes
Figure 10. FTP positive and negative disruptive events
5.2.1 Responding to external complexity.
Table 21. FTP External complexity – themes and sub-themes
Table 22. FTP Alignment response features
5.2.2 Responding to interstitial complexity.
Table 23. FTP Interstitial complexity – themes and sub-themes
5.2.3 Responding to internal complexity.
Table 24. FTP Internal complexity – themes and sub-themes
Figure 11. Response dimensions
5.3.1 Responses across cases.
Table 25. Responses across cases
5.3.2 Responses across time.
Figure 12. TA External complexity – responses over time and critical events
Figure 13. FTP External complexity – responses over time and critical events
Figure 14. TA Interstitial complexity – responses over time and critical events
Figure 15. FTP Interstitial complexity – responses over time and critical events
Figure 16. TA Internal complexity – responses over time and critical events
Figure 17. FTP Internal complexity – responses over time and critical events
Figure 18. TA Emotions – themes over time and critical events
5.3.3 Responses across levels and emotions.
Table 26. Responses across levels
External (Ex); Interstitial (It); Internal (In); Emotions (Em)
two NFs identified three logics, namely
commercial, government and social and categorised their respective strategic, structural and
practice responses. Through this analysis the thesis makes three primary contributions.
The second contribution emerged through tracking the responses of the case study
organisations over time, whereby both reactive and proactive mindsets were used to achieve
novel organisational settlements.
examines aligned complexity and responses. Second, it discusses
external complexity and responses, in particular institutional
6.1.1 Responses to aligned complexity.
Table 27. Complexity type definitions based on level and value
Table 28. Organisational responses’ available repertoire
Adapted from Battilana and Lee (2014, p. 404) External (Ex); Interstitial (It); Internal (In); Emotions (Em)
6.1.2 Responding to external complexity – institutional logics components.
Figure 19. Logic centrality with negotiation and alignment responses
Figure 20. Logic compatibility with alignment and reinterpretation responses
Figure 21. Logic intensity with transcendence response
Table 29. Components of institutional logics
6.1.3 Responding to interstitial complexity – shifting organisational designs.
Figure 22. Organisational designs
6.1.4 Responding to internal complexity – leveraging organisational agendas.
Figure 23. Repertoire of responses to internal complexity
Figure 24. TA and FTP institutional logics over time
Table 30. Response implementation over time processes and definitions Implementation Definition Examples Stable Division (TA)
Replace Manipulation replaced Rejection (FTP)
Progressive Alignment (TA/FRP) Regressive Balance (FTP)
Sequence
6.2.1 Change mindset.
6.3.1 National Federations.
Table 31. Organisational designs’ components
6.3.2 Government sport agencies.
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Legend: RB – Representative Board; SB – Skill Based Board; P – President; VP – Vice-President; T – Treasurer; M – Members; EAR – Elite Athlete Representative