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Moving from values inaction to value...

Bell-Laroche, Dina.

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Moving from values inaction to values-in-action: An exploration of how values can be managed intentionally by national sport organizations .

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Moving from values inaction to values-in-action: An exploration of how values can be managed intentionally by national sport organizations ./
Author:	Bell-Laroche, Dina.
Description:	185 p.
Notes:	Source: Masters Abstracts International, Volume: 49-01, page: 0133.
Contained By:	Masters Abstracts International49-01.
Subject:	Business Administration, Sports Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=MR64580
ISBN:	9780494645802

Moving from values inaction to values-in-action: An exploration of how values can be managed intentionally by national sport organizations .
Bell-Laroche, Dina.

Moving from values inaction to values-in-action: An exploration of how values can be managed intentionally by national sport organizations . - 185 p.

Source: Masters Abstracts International, Volume: 49-01, page: 0133.

Thesis (M.A.)--Brock University (Canada), 2010.

The study examined the intentional use of National Sport Organizations' (NSOs) stated values. Positive Organizational Scholarship (POS) was applied to an Appreciative Inquiry (AI) approach of interviewing NSO senior leaders. One intention of this research was to foster a connection between academia and practitioners, and in so doing highlight the gap between values inaction and values-in-action. Data were collected from nine NSOs through multiple-case studies analysis of interview transcripts, websites, and constitutional statements. Results indicated that while the NSOs operated from a Management by Objectives (MBO) approach they were interested in exploring how Management by Values (MBV) might improve their organization's performance. Eleven themes from the case studies analysis contributed to the development of a framework. The 4-1 framework described how an NSO can progress through different stages by becoming more intentional in how they use their values. Another finding included deepening our understanding of how values are experienced within the NSO and then transferred across the entire sport. Participants also spoke about the tension that arises among their NSO's values as well as the dominant values held by funding agents. This clash of values needs to be addressed before the tension escalates. Finally, participants expressed a desire to learn more about how values can be used more intentionally to further their organization's purpose. As such, strategies for intentionally leveraging values are also suggested. Further research should explore how helpful the 4-I framework can be to NSOs leaders who are in the process of identifying or renewing their organization's values.

ISBN: 9780494645802Subjects--Topical Terms:

1669318
Business Administration, Sports Management.

Moving from values inaction to values-in-action: An exploration of how values can be managed intentionally by national sport organizations .
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245 1 0 $a Moving from values inaction to values-in-action: An exploration of how values can be managed intentionally by national sport organizations .
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502 $a Thesis (M.A.)--Brock University (Canada), 2010.
520 $a The study examined the intentional use of National Sport Organizations' (NSOs) stated values. Positive Organizational Scholarship (POS) was applied to an Appreciative Inquiry (AI) approach of interviewing NSO senior leaders. One intention of this research was to foster a connection between academia and practitioners, and in so doing highlight the gap between values inaction and values-in-action. Data were collected from nine NSOs through multiple-case studies analysis of interview transcripts, websites, and constitutional statements. Results indicated that while the NSOs operated from a Management by Objectives (MBO) approach they were interested in exploring how Management by Values (MBV) might improve their organization's performance. Eleven themes from the case studies analysis contributed to the development of a framework. The 4-1 framework described how an NSO can progress through different stages by becoming more intentional in how they use their values. Another finding included deepening our understanding of how values are experienced within the NSO and then transferred across the entire sport. Participants also spoke about the tension that arises among their NSO's values as well as the dominant values held by funding agents. This clash of values needs to be addressed before the tension escalates. Finally, participants expressed a desire to learn more about how values can be used more intentionally to further their organization's purpose. As such, strategies for intentionally leveraging values are also suggested. Further research should explore how helpful the 4-I framework can be to NSOs leaders who are in the process of identifying or renewing their organization's values.
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