Changing roles: applying continuity theory to understanding the transition from playing to volunteering in community sport
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In many Western nations government policies are directed at increasing levels of participation in community sport. Recent research suggests that the sustainability of community sports system is under pressure due to declining volunteer numbers. Volunteers are often players transitioning from playing roles into non-playing roles such as administration and coaching. While a human resource management approach has been adopted to manage volunteers, little is understood in relation to the factors that contribute to players making the transition from playing to volunteering. Using Atchley's continuity theory, we propose a transition-extension framework that examines the psychological and social factors that provide the impetus for the transition to volunteering The framework also examines those factors that contribute to volunteers extending their involvement and may help community sport organisations provide an environment that will nurture volunteers in the transition phase to retain and extend their involvement to become long-term volunteers.
European Sport Management Quarterly
© 2013 European Association for Sport Management. This is an electronic version of an article published in European Sport Management Quarterly, Volume 13, Issue 1, 2013, Pages 54-75. European Sport Management Quarterly is available online at: http://www.tandfonline.com with the open URL of your article.
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