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If we build it, we will play: Collab...

DiDonato, Mark.

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If we build it, we will play: Collaborative governance and the development of disc golf in the United States.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	If we build it, we will play: Collaborative governance and the development of disc golf in the United States./
作者:	DiDonato, Mark.
面頁冊數:	244 p.
附註:	Source: Dissertation Abstracts International, Volume: 78-04(E), Section: A.
Contained By:	Dissertation Abstracts International78-04A(E).
標題:	Sports Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10161239
ISBN:	9781369161212

If we build it, we will play: Collaborative governance and the development of disc golf in the United States.
DiDonato, Mark.

If we build it, we will play: Collaborative governance and the development of disc golf in the United States. - 244 p.

Source: Dissertation Abstracts International, Volume: 78-04(E), Section: A.

Thesis (Ph.D.)--The Florida State University, 2016.

In this dissertation, I compare three case study-based analyses of collaborative governance arrangements between municipal government parks and recreation departments and civil-sector disc golf associations. I utilize theories of collaborative governance, an arrangement between two or more organizations sharing responsibility for decision making, problem solving, and/or the provision of a good or service (Ansell & Gash, 2007; Bradley, 2012), to examine the extent to which free-market economic approaches to public sector sport and recreation administration (and namely practices associated with the implementation of devolution) influence the structurations within which disc golf courses are developed, administered, and resourced (Ansell & Gash, 2007; Elwood and Leitner, 2003; Ghose, 2005; Roy, 2015). Although some scholars have examined the use of collaborative governance in sport and recreation (e.g. Brownlow, 2006; Joassart-Marcelli et al., 2011; Perkins, 2009; Perkins, 2010; Pincetl, 2003), there has been little research on sport specific models of collaborative governance at the municipal level and the perceptions of those involved in this model. I look specifically at how the restructuring of government agencies to partner with civil sector organizations for the provision of parks and recreation affect the quality and fluency of those services/facilities (Joassart-Marcelli, Wolch, & Salim, 2010; Holifield & Williams, 2014; Pincetl, 2003; Wolch, 1990).

ISBN: 9781369161212Subjects--Topical Terms:

2122869
Sports Management.

If we build it, we will play: Collaborative governance and the development of disc golf in the United States.
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500 $a Source: Dissertation Abstracts International, Volume: 78-04(E), Section: A.
500 $a Adviser: Joshua I. Newman.
502 $a Thesis (Ph.D.)--The Florida State University, 2016.
520 $a In this dissertation, I compare three case study-based analyses of collaborative governance arrangements between municipal government parks and recreation departments and civil-sector disc golf associations. I utilize theories of collaborative governance, an arrangement between two or more organizations sharing responsibility for decision making, problem solving, and/or the provision of a good or service (Ansell & Gash, 2007; Bradley, 2012), to examine the extent to which free-market economic approaches to public sector sport and recreation administration (and namely practices associated with the implementation of devolution) influence the structurations within which disc golf courses are developed, administered, and resourced (Ansell & Gash, 2007; Elwood and Leitner, 2003; Ghose, 2005; Roy, 2015). Although some scholars have examined the use of collaborative governance in sport and recreation (e.g. Brownlow, 2006; Joassart-Marcelli et al., 2011; Perkins, 2009; Perkins, 2010; Pincetl, 2003), there has been little research on sport specific models of collaborative governance at the municipal level and the perceptions of those involved in this model. I look specifically at how the restructuring of government agencies to partner with civil sector organizations for the provision of parks and recreation affect the quality and fluency of those services/facilities (Joassart-Marcelli, Wolch, & Salim, 2010; Holifield & Williams, 2014; Pincetl, 2003; Wolch, 1990).
520 $a For this analysis, I conducted three inductive, qualitative case studies using interviews, observation, and document analysis of disc golf course development and administration in three differentially scaled cities. Overall, I examined participant perceptions of: 1) the management of disc golf space; 2) responsibilities of the organizations involved in collaborative governance; 3) benefits and challenges of the collaborative partnership; and 4) anticipated outcomes of disc golf related to economic development, social inclusion, and public health for policy. The results indicate a variety of collaborative governance models by public administrators and members of local disc golf associations who work together to plan and maintain courses, provide funding, and enhance the local disc golf scene.
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