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Causes, Forms and Consequences of the Professionalization of International Sport Federations in Switzerland: Conceptual Framework and First Results Josephine Clausen (1), David Giauque (1), Kaisa Ruoranen (2), Christoffer Klenk (2), Torsten Schlesinger (2), Emmanuel Bayle (1), & Sigfried Nagel (2) (1) Institute of Sports Studies, University of Lausanne, Switzerland (2) Institute for Sports Science, University of Bern, Switzerland

source: http://boris.unibe.ch/79543/ | downloaded: 13.3.2017

TABLE OF CONTENTS 1. Context and topic

2. Methodology and Research Design

3. First Results 3.1. Causes 3.2. Forms 3.3. Consequences

4. Discussion


2


3

Uni Bern

1. CONTEXT - Collaborative project

NF, clubs IF, CC

Exploratory Study

8-10 Case Studies

Workshop for Federations

Articles

Knowledge sharing

Conceptual framework

Vorführender

Präsentationsnotizen

Key message: The topic we will present today is part of a collaborative project between the universities of Bern and Lausanne. While Bern focusses on the national level (NF, clubs), we in Lausanne focus on the international level (IF, CF). The objective is to carry out an in debth analysis through the different levels to understand the situation of the whole system in terms of professionalisation. 1 minute

1. CONTEXT - Topic, definition and assumptions

• Topic: Determine the causes, forms and consequences of the professionalization of

international sport federations.

• Definition Professionalization as a process leading towards organizational

rationalisation, efficiency and project management. (Chantelat, 2001,7).


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Assumptions The professionalization process leads to

a strengthening of institutional management (Kikulis, 2000) and the implementation of efficiency-based management instruments.

Vorführender


Key message: So, the professionalization of international sport federations in Switzerland, with a specific focus on causes, forms and consequences, that is our topic. Causes meaning: what triggers professionalizaion in IF? Forms meaning: which organisational and governance forms can we distinguis? Consequences meaning: how do IFs adapt and react to professionalisation? We base our definition on Chantelat:…. Our initial assumptions are:… (Institutional management: coordination, monitoring and evaluation, knowledge transfer) 1 minute


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Canton of Vaud: 27 international sport federations

Switzerland: 35 international sport federations

Olympic Movement: more than ¾ of the all Olympic IFs + the IOC are based in Switzerland

Advantageous legal frame: simplicity, easiness and liberalism (Pieth, 2014) Lausanne:

22 international sport federations

Network of similar and specialised organisations (Michaël Mrkonjic, 2014)

1. CONTEXT - IFs in Switzerland

Vorführender


Key message: This leaves the questions: why choosing IFs as unit of analysis and why Switzerland as our geographical setting? To answer the second question first: IFs are essential components of the Swiss landscape of non-governmental/non-profit organisations.They are attracted, actively and passively, by the network and closeness to the Olympic movement (home to the IOC and3/4 of all Olympic IFs) as well as an advantageous legal frame, notably fiscal advantages and great liberlaism. (In return, Switzerland (and especially Lausanne) profits from the economic and the image impact these organsiations generate.) 1 miunte Economic impact: period of analysis 2008-2013; 2150 employees in 45 ISO in 2013; average annual impact of about 1 billion CHF = 0.2% of the Swiss GDP, 2012, but generated by only 45 international sport organisations with often very few staff members Network of similar and specialised organisations: posibilities to reduce cost and realisation of economies of scales; canton’s willingness to facilitate settlement Cantonal law (2008) on host State allows the Confederation to facilitate IFs the settlement in Switzerland, notably with fiscal advantages

1. CONTEXT - IFs yesterday and today


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IFs

in t

he

pas

t Regulatory power Volunteer run associations (Chelladurai, 1987) Factors of success: devoted people who have time and the necessary technical and/or management skills (Cornforth, 2001)

IFs

tod

ay Hybrid organisations Associations run by paid staff (operational level) and volunteers (strategic level) New challenges (legal, ethical, administrative, commercial, new actors) Factors of success: capacity of adaptation, competitiveness, financial resources

Vorführender


Key message: IFs evolved from volunteer run associations with purely regulatory power to hybrid organisations run by elected volunteers and paid staff, having no longer « only » regulatory power but also a money generating power, thus facing new legal, ethical and administrative challenges. And professionalization seems to have been adopted as an appropriate strategy to face these challenges. But little research exists on the topic. 1 minute

1. CONTEXT- Literature review

Main focus of studies on professionalization of sport governing bodies according to Dowling

(2014)

YES Occupational professionalization (Hall, 1968; Abbott, 1991)

- In sport clubs (Thiel, Mayer & Cachay, 2006)

- In national federations (Seippel, 2002)

YES Organisational professionalization - Essentially NF and clubs (Hoye & Cuskelly, 2007; Kikulis et al., 1992; Slack & Hinings, 1987, 1992; Thibault et al. 1991; Shilbury & Ferkins, 2011; Auld & Godbey, 1998)

NO Systemic professionalization Studies on governance and management in international sport federations with a systemic approach are lacking


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Vorführender


Key message: Without going into details, we would just like to underline with this slide that our literature review brought forth a lack in terms of a broader systemic approach to the question of professionalisation in international sport federations. YES, there is existing research on occupational professionalization, but essentially in sport clubs and NFs. YES, there is existing research on organisational professionalization, but - again - essentially in sport clubs and NFs. Whereas studies on governance and management in IFs with a systemic approach are lacking. 1 minute




4. Discussion


8

Vorführender


Jusqu’ici: ca. 5 minutes

2. METHODOLOGY and RESEARCH DESIGN

1.

• Exploratory Study • IOC, ASOIF, AIOWF, ARISF, WADA, SportAccord (8 interviews) • Interviews, document analysis, literature review

2.

• Pilot Case Studies • FIH, FISU, FISA (15 interviews) • Interviews, document analysis, questionnaire, literature review

3. • Additional Case Studies • Interviews, document analysis, questionnaire, literature review


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4-5 to come

Finished

Finished

Vorführender


Key message: Our project is devided into four major phases, of which two are finished so far: the exploratory study (composed of 8 semi-structured expert interviews, document analysis, literature review) and the three pilot case studies (15 semi-structured interviews, same procedure as exploratory study + a questionnaire) With regard to the case studies, the periods analysed vary between 5 and 10 years back in time. 1 minute


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Con

cept

ual f

ram

ewor

k Causes Forms Consequences

Expectations and resources of stakeholders in sport and society • Umbrella organisations • Government • Business partners

Specific structure and culture • Growing requirements • Size, sport • Financial resources • Organisational values • Structures of decision

making

Expectations of member organisations • National federations • Clubs

Expectations of and relationship with stakeholders • Joint ventures

Structure, culture and processes • Governance and

role of the board • HRM • Performance • Conflicts paid

staff/volunteers

Expectations of and relationship with member organisations • Centralization vs.

regionalization

Forms of professionalization • Individuals

(persons and functions)

• Organisational structures and procedures (formalization, standardization)

• Activities (sporting, business, social)

Ope

ratio

naliz

atio

n

Exte

rnal

en

viro

nmen

t Sp

ort f

eder

atio

n In

tern

al

envi

ronm

ent

Vorführender


Key message: Together with the group of Bern, a conceptual framework has been developed. This framework is composed of three levels (headquarters, internal, external). Again with the idea to explore the system rather than isolated cases. Furthermore, we have chosen three perspectives through which we will analyse the question of professionalization: causes, forms and consequences. Even though the diagram gives the impression of being a linear process, this is not intended. We will return to this issue in the discussion (summarizing diagram). 2’30 minutes

2. METHODOLOGY and RESEARCH DESIGN


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Operationalization of forms (levels according to Legay, 2001)

INDIVIDUALS (formalization, HRM) Elected volunteers: Executive Board members, Commission members Staff members Non-elected volunteers: referees, technical officials TOPICS Composition, responsibilities, socio-educational background

STRUCTURES/PROCEDURES (centralisation) SPORT FEDERATION LEVEL INTERNAL LEVEL EXTERNAL LEVEL

ACTIVITIES (diversification) SPORTING ACTIVITIES BUSINESS ACTIVITIES SOCIAL ACTIVITIES

Vorführender


Key message: To give you an idea of how we operationalized this somehow complex conceptual framwork, we will quickly have a closer look at one of the perspectives, namely forms. The main question here is: which forms may occur in IFs due to different circumstances? To answer this question, we apply the three levels proposed by Legay: professionalization of individuals, structures and procedures, activities. 1’30 minutes




4. Discussion


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Vorführender


Jusqu’ici ca 10 minutes

3. FIRST RESULTS


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Fédération Internationale de Hockey (FIH) - Creation: 1924 - Members: 128 - Staff: 38 - Headquarters: Lausanne - Status: Summer Olympic sport - Annual budget: 12 million CHF

Fédération Internationale des Sports Universitaires - Creation: 1949 - Members: 167 - Staff: 41 - Headquarters: Lausanne - Status: multisport games organiser - Annual budget: no information

Fédération Internationale des Sociétés d’Aviron - Creation: 1892 - Members: 142 - Staff: 19 - Headquarters: Lausanne - Status: Summer Olympic sport - Annual budget: 5 million CHF

Vorführender


Key message: Before moving on to the results based on the exploratory study and the three pilote case studies, here a biref introduction of the three IF studied. ‘30 seconds

3.1. CAUSES


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EXTERNAL INTERNAL

• Evolution of the Olympic Games economy Olympic revenue share, revenues of

broadcasting rights (x 2500 in 48 years) • Scandals

Examples: Salt Lake City, Festina, FIFAGate?, IAAF?

• Power struggles between an IF and one of its members Example: UEFA/FIFA

FIH • Governance changes in 2010 (14 FTE to 38 in

2015) Clear separation of strategic and operational

decisions Creation of the remunerated CEO position

• Event portfolio: from sport focussed to event focussed

FISU • Hiring of a paid Secretary General in 2007 • Development of the FISU sport

portfolio Growing n° of events (WUC 2000: 9 WUC

2014: 28) Organisation rights: 78% of the revenues

• Growing n° of members: 1949: 8 1979: 68 2013: 167

FISA • Olympic revenue 2012 London: USD 17.5 millions

for 4 years 50-60% of the annual revenue

• Sport portfolio: globalisation (introduction of light weight categories)

Vorführender


Key message: Multiple external and internal causes seem to have considerable influence on the professionalisation process of IFs. In this slide, we present three main external causes and one main internal cause. Nevertheless, these causes should not be generalised. They should rather be considered as broad common denominators. External: OG economy/broadcasting, scandals, power struggles. Internal: increasingly important impact of events. 1 minute IAAF: has been accused of blocking a survey carried out in 2011 and revealing that a third of top athletes admitting cheating. Of 1’800 competitors who have participated in the 2011 World Championships (South Corea), 29-34% had confessed to using banned performance-enhancing techniques in the previous 12 months.

3.2. FORMS 3.2.1. INDIVIDUALS - GENERAL OBSERVATIONS


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• Internationalisation on Executive Board, Commission and staff level Composition

• President: compensated volunteers, but remuneration has become a « hot topic »

• Director: paid staff member Remuneration

• General specialisation at all levels (81% with a university degree), growing number of staff members with a Master degree in sport

Formation

Vorführender


Key message: As already mentioned, we have distinguished three essential elements with regard to forms: individuals, structures and procedures, activities. Looking now at individuals and their functions, we would like to draw your attention to three aspects that seem to be spread amongst federations we studied. 1) Composition: We can clearly identify a global internationalisation at all levels. 2) Remuneration: President still compensated but hot topic; Secretary generally paid; 3) Formation: general specialisation at all levels (81% with a university degree), growing n° of staff members with MA in sport (MA is sport staff: 13%, elected volunteers: 7%) 1 minute


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3.2. FORMS

3.2.1. INDIVIDUALS - FIH OBSERVATIONS

EXECUTIVE BOARD COMMITTEES STAFF TIME SPENT FOR IF

69%: <5 to 10h/week 75%: <5 to 10h/week 41h/week according to Swiss law

PRESENCE AT HEADQUARTERS

86%: only for specific occasions (2-3 meetings/year)

74%: only for specific occasions (2-3 meetings/year)

Full-time

COMPENSATION/ SALARY

Expenses paid upon invoice Expenses paid upon invoice CEO: salary Staff: salary, Swiss standards

SOCIO-EDUCATIONAL BACKGROUND

Expertise: Dominant sectors: 1. Sport, 2. Business/finances, 3. Law

Expertise: Dominant sectors: 1. Sport, 2. Law, 3. Business

Expertise: Many staff members come from outside sport (legal, commercial, marketing experts)

Formation: 93% have a university degree; majority outside the field of sport

Formation: 74% have a university degree; majority outside the field of sport

Formation: 77% have a university degree, high number of Master degrees in sport

Career background: 64% are/were amateur athletes

Career background: 61% are/were amateur athletes

Career background: 41% have volunteer experience

Vorführender


Key message: Taking a closer look at the individuals within the FIH, we can point out 3 interesting observations which confirm some of our assumptions. 1) Elected volunteers spend little time « working » for the federation (majority <5 to 10h/week) and they are rarely at the headquarters (majority 2-3 meetings/year). 2) The dominant sectors with regard to elected volunteers’ expertise are business/finance and law. 3) A large majority of elected volunteers and staff members is in possession of a university degree with an increasing number of sport master degrees amongst younger staff members. 4) Especially eleceted volunteers have a clear sport profile, many of them as amateur athletes ’30 seconds


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3.2. FORMS 3.2.2. STRUCTURES AND PROCEDURES - FIH, FISU, FISA

OBSERVATIONS ANALYSIS GOVERNANCE Implementation of management instruments

• Strategic plan • Financial audit • Staff performance evaluation

Increased control

Bypassing of the decision-making body • Transfer of more decision-making power to the board

Accelerate decisions and action

Limit on presidential terms • FISU president: 8 years � FIH president: 12 years � FISA

president: 12 years

Avoid the establishment of political “dynasties”

STRUCTURES Increased departmentalisation • FISU: 9 (5 new since 2007) � FISA: 4 � FIH: 5

Rationalisation

Increased distinction of functions • Director, Head of, Manager, Coordinator, Assistant

Specialisation

Clearly defined procedures • Bidding processes, event attribution, rule changes,

meetings, etc.

Formalisation

Vorführender


Key message: the analysis of structures and procedures reveals interesting similarities. In all three case studies, the implementation of management instruments, an evolution towards decision-making shortcuts and a limit on presidential terms could be observed. Similar structures can be observed with regard to an increased departmentalisation, increased distinction of functions and clearly defined procedures 1 minute Management instruments: increased control Strategic plan (FIH: 2015-2025; FISU: 2012-2019; FISA: about 4 years) Financial audit (FIH: BDO; FISU: KPMG; FISA: KPMG) Staff performance evaluation (FIH, FISU) Decision-making: shortcuts FISU: Steering Committee � FISA: Executive Committee � FIH: Executive Board Departmentalisation: increase FISU: 9 (5 new since 2007) � FISA: 4 � FIH: 5 Dependencies Event revenues (FISU: 78%, FIH: 55%) Olympic revenue (FISA: 50-60%; FIH: 35%), Strong leaders with a big network and representing the values of the federation CAs generally depend financially on the IF, little self-sustainability Adaptation and flexibility Combined forces to respond to increasing complexity: Joint Commission Meetings (FISA), Super Committee Meeting FIH) Growing importance of retransmission technology: Spider cameras (FIH), big screens (FISA) Growing importance of social media as a new possibilities to increase visibility for smaller sports (FIH: successful, 3rd behind FIFA and FIBA; FISU, FISA: in progress) Limit on presidential terms FISU president: 8 years � FIH president: 12 years � FISA president: 12 years


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3.2. FORMS 3.2.3. ACTIVITIES - FIH, FISU, FISA

FIH FISU FISA SPORTING

Development: all levels, all ages Control: international events calendar, sport and its variations

Development: integration of new sports Control: events and their organisation

Development: develop rowing world wide Control: FISA event programme, World Cup and international Regattas calendar Strategy: create new categories (light weight); fan engagement Challenges: little visibility, difficulties to embrace change

BUSINESS Main activities: TV, events, commercial partners, diversification Rights: mixed model (50/50) between FIH and organisers Challenges: monopoly of football, image control, coherence Opportunities: sports community, creation of deliberately commercial sport products (short form version sport: Hockey5)

Main activities: event organising rights (78% of the revenues) Challenges: growing number of multi-sport events

Main activities: TV (very few flagship events), commercial partners Challenges: concurrence of others sports; connect more people to rowing

SOCIAL Gender: most gender-balanced team sport (equal billing at international level, equal TV coverage at World Cups) Sport for all: international matches at every age group from 35 to 65+; growing numbers at both ends

Education: university environment; stimulate scientific research; educational programmes Sport for all: International University Sport Festival (first edition 2014)

Not a priority

Vorführender


Key Message: even though we consider today’s IFs as being hybrid oranisations, they seem to focus on different core activities. It can be discussed if the core activity is related to the professinalisation process and dynamic. We have analysed the three IFs with regard to three activities: sporting, business and social. 1 minute

3.2. FORMS SUMMARY


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Vorführender


Key message: We come to the conclusion that the professionalisation of individuals and their functions shows similar tendencies in all in all three IF (therefore no differneciation), that specific structures and procedures lead to different types of governance and that IF may have different core activities which can also change over time. Numerous combinations are therefore possible, meaning: numerous forms exist and others may emerge in the future. 1 minute

3.3. CONSEQUENCES


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•Diminish the financial dependency •Adaptation to IOC expectations to stay on the the Olympic programme

Management of IOC dependency

•Recruitment of the President and the Director based on implication in the system (network) and their sport profile

Management of governance based on

core identity and values

•Challenges: empowerment of members (CAs, NFs), self-sustainability at all levels (CAs, NFs), top-down professionalization

Management of network qualities

•Multicultural staff but same sporting values/spirit, family despite rationalisation processes Management of

internationalisation

•Director: omnipresent, hinge •President: spokesman, external representation, political role

Pivotal role of Director

Vorführender


Key message: Our remaining perspective to be dealt with here is « Consequences ». As a consequence of the professionalisation, international federations have to manage different challenges.



3. First Results 3.1. Causes 3.2. Forms 3.3. Consequnces

4. Discussion


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Vorführender


Jusqu’ici 18 minutes

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4. DICUSSSION - SUMMARY

Vorführender


Circles and retro-actions, moments of rupture Strong acceleration of professionalisation in a short period of time, but still a recent phenomenon, not easy to classify at the moment; first 3 case studies allowed us to get a first impression of causes, forms and consequences, not much analysis on the process so far. Embedding our findings in a theoretical context is our next step. At this state, we believe that four theories might be of use for the next step: resource dependency theory, institutionalism and new institutionalism, contingency theory But it is also political organisation where strategic analysis and intervention of actors reveals a focus on financial outcomes 1’30 minutes

4. DISCUSSION ATTEMPT OF ESTABLISHING A TYPOLOGY


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•IOC revenue dependency (50% or more), small budget •Sport focus •Strong values accompanied by a systemic reluctance to change •Professionalisation at the top (IF), little top-down radiance (CA, NF) •Weak CAs: little support from and cooperation between IF and CAs

Traditional form (FISA)

•IOC revenue dependency (<50%) + increasing diversification of activities •Event focus + creation of deliberately commercial sport products •Strong values but also innovative and creative •Empowerment of CAs: integrated bodies of the IF, close cooperation, CAs support their NFs with means and support from the IF

Transitional form (FIH)

•Complete independence from IOC revenue and the Olympic system + important incomes from broadcasting and sponsoring

•Event focus + economy and community around the sport •More subject to scandals (corruption, betting, doping) •Strong and powerfull CAs

Independent form (FIFA?)

Vorführender


Key message: based on the case studies, a total of 23 interviews, document analysis and general observations, we have singled out different characteristics. In an attempt to classify these, we come up with 3 forms. At the same time, we believe that there are multiple different forms as illustrated in the previous slide. Largely based on observations and comparisons, this typology is currently lacking theoretical embedding (e.g. neo-institutionalism, resource-dependency theory). We are in the process of studying different theories that might prove useful 1 minute

4. DICUSSION 4.2. LIMITS AND FUTURE PERSPECTIVES

LIMITS • Interviews essentially with people from the headquarters • Limited access to internal documents • No direct contact with the Continental Associations

FUTURE PERSPECTIVES • Try to contact at least one continental member per IF in the following

case studies


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Vorführender


‘30 seconds

THANK YOU VERY MUCH FOR YOUR ATTENTION

[email protected] [email protected]


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Vorführender


‘30 seconds

mailto:[email protected]

mailto:[email protected]

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