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dc.contributor.authorSotiriadou, Popi
dc.date.accessioned2017-10-26T01:32:14Z
dc.date.available2017-10-26T01:32:14Z
dc.date.issued2013
dc.date.modified2014-08-28T22:58:12Z
dc.identifier.issn1441-3523
dc.identifier.doi10.1016/j.smr.2012.09.002
dc.identifier.urihttp://hdl.handle.net/10072/50453
dc.description.abstractSport development is about helping people from all backgrounds to start playing a sport, to stay in their chosen sport, and to succeed at it. Sport development planning is a process for achieving these goals. However, due to a lack of sport-specific planning tools, sport organisations have long borrowed and applied generic management principles, theories and models (such as situation analysis and strengths, weaknesses, opportunities and threats analysis). As sport management is an established field of study, generic management principles alone are insufficient and the need to develop sport-specific practices and theories is clear. This fictional case study, involving the sport development officer of a local golf club in Queensland, Australia, uses a sport development planning (SDP) process that blends traditional planning processes with sport-specific analyses of the attraction, retention/transition and nurturing (ARTN) of participants. The SDP process and its embedded ARTN processes form a theoretical framework which points students towards a three-way analysis of (a) sport development stakeholders, (b) sport development strategies, and (c) sport development pathways that drive the ARTN of participants. This case study challenges students to develop a plan for a sport organisation using a structured and empirically derived approach.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.format.extent520252 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglish
dc.language.isoeng
dc.publisherElsevier
dc.publisher.placeUnited Kingdom
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom514
dc.relation.ispartofpageto523
dc.relation.ispartofissue4
dc.relation.ispartofjournalSport Management Review
dc.relation.ispartofvolume16
dc.rights.retentionY
dc.subject.fieldofresearchCommercial services
dc.subject.fieldofresearchMarketing
dc.subject.fieldofresearchOther commerce, management, tourism and services not elsewhere classified
dc.subject.fieldofresearchcode3504
dc.subject.fieldofresearchcode3506
dc.subject.fieldofresearchcode359999
dc.titleSport development planning: The Sunny Golf Club
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.facultyGriffith Business School, Department of Tourism, Sport and Hotel Management
gro.rights.copyright© 2012 Sport Management Association of Australia and New Zealand. Published by Elsevier. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.
gro.date.issued2013
gro.hasfulltextFull Text
gro.griffith.authorSotiriadou, Popi


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