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35 Nonprofit & Voluntary Sector Q. 5 (2006)

handle is hein.journals/npvolsq35 and id is 1 raw text is: A Study of Organizational Effectiveness for National Olympic Sporting Organizations David Shilbury Kathleen A. Moore Deakin University This study applies the competing values approach (CVA) of organizational effectiveness to a sample of nonprofit Australian national Olympic sporting organizations (NOSOs). The purpose of the study was to determine the psychometric properties of the subscales developed within each of the four quadrants composing the CVA. Two hundred eighty- nine constituents from 10 NOSOs participated in this study. Initial factor analysis resulted in six of the eight theoretically derived cells in the CVA each yielding one reliable factor. These were Flexibility, Resources, Planning, Productivity, Availability of Infor- mation, and Stability. The other two cells, Skilled Workforce and Cohesive Workforce, each produced a two-factor structure. To understand the relationship between these mani- festfactors (cells) and organizational effectiveness, a confirmatory factor analysis was conducted, which revealed that the rational-goal model, comprising Productivity and Planning, was the critical determinant of effectiveness in NOSOs. Keywords: organizational effectiveness; competing values; national sporting organi- zations; professionalization Until the late 1970s, sport administration in Australia was the sole province of volunteers, both in terms of decision making and implementation of sports activities and programs. With the intervention of government at all levels and the subsequent infusion of financial resources, it quickly became apparent that volunteers could no longer dedicate the requisite time to determine pol- icy as well as implement programs. The result has been a transition from purely volunteer-administered organizations to organizations managed increas- ingly by professional staff supported by a cadre of volunteers (Mills, 1994; Shilbury, 1993, 2001). This transition is similar to that experienced in Canada and other parts of the world (Enjolras, 2002; Koski, 1995; Thibault, Slack, & Hinings, 1991). By the mid-1990s, the Australian Sports Commission, state departments of sport and recreation, and many sports had begun to recognize the need for improvements in the overall management of sport structures, Nonprofit and Voluntary Sector Quarterly, vol. 35, no. 1, Month 2006 5-38 DOI: 10.1177/0899764005279512 © 2006 Association for Research on Nonprofit Organizations and Voluntary Action 5