Strategic sport development / edited by Stephen Robson, Kirstie Simpson and Lee Tucker.

Enhanced descriptions from Syndetics:

The field of sports development is becoming ever more professional, with the levels of expertise in planning and efficiency required of those working in private or national sports institutions higher than they have ever been. In response to this, strategic sports development has emerged as a means of applying business strategies to the context of sports development.nbsp;Strategic Sports Development is the first book to directly address this important newnbsp;field.

The book comprehensively explains the strategic concepts and techniques that sports students and practitioners across the UK and internationally need to understand. It includes:

national and local case studies that appraise existing strategic management practice in sports development separate full introductions to sports development and business strategy anbsp;range of tasks and resources that encourage the reader to develop knowledge, skills and competencies through the application of theory to practical examples the application of strategic management principles to thenbsp;development of sport and development through sport everything the reader needs to engage meaningfully with the relevant National Occupational Standards for the sport development profession.

Strategic Sports Development is designed to help students develop the practical skills needed to contribute to development strategy in a vocational context, and give practitioners the confidence and know-how to improve the strategic development of their sports organization. This book is essential reading for all students and practitioners of strategic sports development, and a valuable resource for students of sports management or development in general.

Table of contents provided by Syndetics

• Last of contributors (p. xii)
• Acknowledgements (p. xiii)
• Foreword (p. xiv)
• 1 Introduction (p. 1)
• Introduction (p. 1)
• The development of strategic thinking in sport development (p. 3)
• Defining sport development (p. 6)
• The importance of community (p. 7)
• Distinguishing between policy and strategy (p. 8)
• Strategy and strategic management (p. 9)
• Golden threads (p. 10)
• People (p. 13)
• Process (p. 13)
• Product (p. 13)
• Practice (p. 14)
• Approaches to strategy (p. 14)
• Planned strategy (p. 17)
• Entrepreneurial strategy (p. 17)
• Ideological strategy (p. 17)
• Umbrella strategy (p. 18)
• Process strategy (p. 18)
• Unconnected strategy (p. 18)
• Consensus strategy (p. 19)
• Imposed strategy (p. 19)
• Summary (p. 21)
• Learning activities (p. 22)
• Developing skills (p. 22)
• Developing knowledge (p. 22)
• References (p. 23)
• 2 The Internal Environment (p. 25)
• Introduction (p. 25)
• Organisations (p. 29)
• Leading or being led by culture in sport development (p. 32)
• Organisational culture should be fit for purpose (p. 33)
• Analysing capabilities: internal aspects of a swot analysis (p. 35)
• First steps (p. 36)
• Implications of the strengths and weaknesses exercise (p. 40)
• Example one (p. 40)
• Example two (p. 40)
• Skills and attributes audit (p. 41)
• Assessing motivation (p. 43)
• Leaders, followers and teams (p. 44)
• Analysing resources (p. 44)
• The relationship between resources and organisational purpose (p. 46)
• Summary (p. 47)
• Learning activities (p. 48)
• Developing skills (p. 48)
• Developing knowledge (p. 48)
• References (p. 49)
• 3 The External Environment (p. 51)
• Introduction (p. 51)
• Defining the external environment (p. 52)
• Problems, benefits and consequences of scanning the external environment (p. 52)
• Data gathering (p. 53)
• Introducing the steeple model (p. 54)
• Social factors (p. 54)
• Technological factors (p. 56)
• Economic factors (p. 58)
• Environmental factors (p. 60)
• Political factors (p. 61)
• Legal factors (p. 64)
• Ethical factors (p. 66)
• How to structure an external environment scan (p. 68)
• E-V-R congruence (p. 68)
• Summary (p. 70)
• Learning activities (p. 70)
• References (p. 71)
• 4 Making Strategic Choices in Sport Development (p. 74)
• Introduction (p. 74)
• The purpose of this chapter (p. 75)
• Developing strategic options and choice (p. 76)
• Outcomes of SWOT analysis (p. 76)
• Environment-based approaches to developing strategic options (p. 77)
• Porter's generic options (p. 77)
• Ansoff's matrix (p. 78)
• Resource-based strategic options (p. 84)
• The value chain (p. 84)
• Cost reduction strategies (p. 85)
• Evaluating strategic choices (p. 85)
• Communicating strategic choice (p. 88)
• Vision and mission statements (p. 88)
• Summary (p. 93)
• Learning activities (p. 94)
• Developing skills (p. 94)
• Developing knowledge (p. 94)
• References (p. 95)
• 5 Strategic Performance Management 1: Strategic Implementation (p. 96)
• Introduction (p. 96)
• Implementation and change (p. 99)
• Design choices (p. 100)
• Organisational culture and capability (p. 102)
• Who does the implementing? (p. 105)
• Frameworks for successful implementation (p. 107)
• Action planning for successful implementation (p. 110)
• Migration management for successful implementation: sport development example (p. 112)
• Summary (p. 114)
• Learning activities (p. 116)
• Developing skills and knowledge (p. 116)
• References (p. 117)
• 6 Strategic Performance Management 2: Evaluating Strategic Sport Development (p. 119)
• Introduction (p. 119)
• Lack of clear direction (p. 121)
• Lack of evidence (p. 122)
• The planning process (p. 123)
• 'M-and-e' (p. 125)
• Developing a critical consciousness (p. 126)
• Monitoring (p. 127)
• Evaluation (p. 128)
• Language barriers (p. 131)
• Theory-driven evaluation (p. 133)
• Towards an understanding of strategy-as-practice (p. 137)
• The system or the process? (p. 141)
• Strategic commissioning of services (p. 142)
• Summary (p. 143)
• Learning activities (p. 144)
• Developing skills (p. 144)
• Developing knowledge (p. 144)
• References (p. 144)
• 7 Strategic Partnerships (p. 148)
• Introduction (p. 148)
• Why work in partnership? (p. 149)
• The business of partnership (p. 150)
• A political tool or an innate sense of team? (p. 152)
• 'Community voices' (p. 155)
• Skills for partnership working (p. 157)
• The pedagogy of partnerships (p. 158)
• Types of strategic sport development partnerships (p. 163)
• Managing partnerships: a framework for discussion (p. 163)
• Creating partnerships (p. 165)
• Understanding and influencing partnerships (p. 165)
• Supporting partnerships (p. 171)
• Taking action (p. 172)
• Partnership appraisal (p. 172)
• Summary (p. 173)
• Learning activities (p. 173)
• Developing skills (p. 173)
• Developing knowledge (p. 174)
• References (p. 174)
• 8 Politics, Policy and Sport Development (p. 177)
• Introduction (p. 177)
• History (p. 180)
• Political ideologies - mainstream party politics (p. 181)
• Socialism (p. 182)
• Practical politics (p. 185)
• Policy models, processes and challenges (p. 186)
• Intra- and inter-organisational politics (p. 188)
• Sporting machinations (p. 189)
• Strategic internationalisation of sport development (p. 190)
• Summary (p. 191)
• Learning activities (p. 193)
• Developing skills (p. 193)
• Role play (p. 193)
• Developing knowledge (p. 194)
• References (p. 195)
• 9 Strategic Leadership (p. 197)
• Introduction (p. 197)
• Purpose of chapter (p. 198)
• Leadership (p. 199)
• Strategic leadership (p. 200)
• The leadership-followership dynamic (p. 200)
• Leadership in sport development and the national occupational standards (p. 201)
• Leadership v management (p. 201)
• Barriers and opportunities in leading the strategic process (p. 203)
• A leaderful workforce (p. 204)
• Inclusion and empowerment (p. 205)
• The importance of visioning (p. 206)
• What is a 'vision'? (p. 208)
• Ownership of vision (p. 208)
• Permeating the vision (p. 208)
• Commitment and consistency (p. 209)
• Authentic transformational leadership (p. 209)
• Leadership training (p. 211)
• Summary (p. 212)
• Learning activities (p. 213)
• Developing skills (p. 213)
• Developing knowledge (p. 214)
• References (p. 214)
• 10 A Different Ball Game? In Pursuit of Greater Strategic Collaboration Between Sport-Specific and Community Sport Development (p. 217)
• Introduction (p. 217)
• Different approaches? (p. 220)
• CSD works in communities; SSD is focused upon a sport (p. 220)
• CSD is more focused on grassroots than SSD (p. 221)
• SSD is better resourced than CSD, particularly in the 46 focus sports (p. 222)
• CSD is and should be more politicised than SSD (p. 223)
• SSD is well planned and professional, whilst CSD is more ad hoc and spontaneous/informal (p. 224)
• SSD is more output driven than CSD and has better evidence of impact (p. 225)
• There's no role for SSD in tackling community issues or social concerns (p. 226)
• Common weaknesses (p. 228)
• Weaknesses in strategic approach (p. 228)
• Towards greater collaboration (p. 233)
• Summary (p. 235)
• Learning activities (p. 237)
• Developing knowledge (p. 237)
• References (p. 237)
• 11 Towards a 'Community Practice' Approach (p. 241)
• Introduction (p. 241)
• Strategic thinking/approaches to strategy (p. 243)
• Case study: Volleyball England (p. 245)
• Internal analysis (p. 246)
• Case study: The Football Association (The FA) (p. 247)
• External analysis (p. 249)
• Case study: Sport Leeds (p. 250)
• Strategic choices (p. 253)
• Case study: Huddersfield Giants Netball Club (p. 254)
• Implementation (p. 256)
• Case study: Leeds North East SSP Community Cricket Project (p. 258)
• Performance measurement (p. 259)
• Case study: County Sport Partnerships (p. 260)
• Summary (p. 262)
• Learning activities (p. 263)
• Developing skills (p. 263)
• Developing knowledge (p. 263)
• References (p. 263)
• Index (p. 266)

Author notes provided by Syndetics

Stephen Robson is a Senior Lecturer in Sport Development at Leeds Metropolitan University, UK. As well as leading the Sport Development degree, he also leads the teaching of strategic management. Stephen has extensive experience of working on national level projects related to employability and CPD in strategic sport development.
Kirstie Simpson is Deputy Head of the Department of Sport and Exercise Science at the University of Chester, UK. She began her career in local authority sport development and is now leading programmes in Sport Development and Sport Coaching. Her main research interest lies in the monitoring and evaluation of sport interventions.
Lee Tucker is a Senior Lecturer in Sport Development at Leeds Metropolitan University, UK. He is currently doing a PhD examining the transformational potential of sport. His main research interests are around sociology of sport as well as the politics of sport.