Performance management of National Sports Organisations: a holistic theoretical model

Abstract

Purpose Organisational performance of sport organisations has been studied over the last three decades. However, little attention was paid towards performance management (PM) compared to performance measurement. The purpose of this paper is to close this research gap by establishing a holistic perspective for PM of National Sports Organisations (NSOs) that accounts for their uniqueness, the interdependence of their operating systems and their relationship with their environments. Furthermore, this paper presents a holistic model of PM for NSOs.

Design/methodology/approach The model was developed from a literature review process and uses the macro, meso and micro framework to describe external and internal environmental influences that affect the PM of NSOs.

Findings The NSO’s ability to respond to the dynamics of their external environment by implementing organisational processes that account for the resources available and their structural designs influences their PM. Furthermore, the ability of the individuals within NSO to create enabling environments for PM influences organisational efficiency and effectiveness.

Research limitations/implications This paper contributes to sport management literature on the PM of NSOs, and informs sport managers on ways to improve organisational performance by implementing holistic approaches to PM.

Originality/value This is the first study that takes a holistic approach to PM of NSO and depicts the specific elements that play a crucial role in managing NSO’s multi-dimensional performance.