Approaches and methods used for measuringorganizational performance in national sport governingbodies from 1986 to 2014. A systematized review

Abstract

In order to secure continued funding national sport governing bodies (NSGBs) are challenged to demonstrate their performance. However, what should those organizations show to for instance governmental authorities and/or how should those authorities evaluate these organizations regarding their performance? Theoretical considerations not only show that NSGBs are to be understood as natural and open systems with different levels to be considered, but also reveal limitations in existing models of organizational performance (OP) according to the context of NSGBs. By means of a systematic literature research identified empirical investigations measuring OP in NSGBs are analyzed. 20 empirical studies could be identified, with the strategic constituencies approach being the model most often applied. However, further analysis showed an insufficient application of ratings of OP by external constituencies. Not only the expectations of or working relations with affiliated clubs or regional federations, but the individuals’ perceptions and motives as well seem to be taken into account to a very limited extent. Giving greater consideration to the micro level is not only required in the attempt to detect potential biases in the individual assessment of OP, but also due to the necessity of considering NSGBs as open and natural systems and agents’ discretionary room for manoeuvre. Multi-level modelling seems to be promising, not only in providing more reliable results, but also in enhancing our understanding of OP, and thus also how to manage it. To avoid confusion authors should clearly determine whether they treat a variable as indicator or determinant (=predictor) of OP. Another fundamental requirement for the development of models is the explicit consideration of outcomes, and especially of impacts/public value accomplishment. With applying OP measurement (systems) in NSGBs the critical question arises if such managerial actions might be more introduced in terms of their symbolic importance rather than their operational values.