More than a sport and volunteer organisation: Investigating social capital development in a sporting organisation |
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| Institution: | 1. UTS Business School, University of Technology, Sydney, 1-15 Broadway, Broadway, NSW 2007, Australia;2. Surf Life Saving Australia, Locked Bag 1010, Rosebery, NSW 2018, Australia;1. Temple University, School of Sport, Tourism and Hospitality Management, Philadelphia, PA, USA;2. North Carolina State University, Department of Parks, Recreation and Tourism Management, Raleigh, NC, USA;3. Louisiana State University, Department of Kinesiology, Baton Rouge, LA, USA;4. University of Waterloo, Recreation and Leisure Studies, Waterloo, Ontario, Canada;1. Institute of Sport Economics and Sport Management, German Sport University Cologne, Am Sportpark Müngersdorf 6, 50933 Köln, Germany;2. Chair for Sport Economics, Sport Management and Sport Media Research, University of Tübingen, Faculty of Economics and Social Science, Institute of Sports Science, Wilhelmstraße 124, 72074 Tübingen, Germany;1. University of Waterloo, Canada;2. Western University, Canada;1. School of Physical Education, Sport and Exercise Sciences, University of Otago, PO Box 56, Dunedin 9054, New Zealand;2. Faculty of Kinesiology & Health Studies, 3737 Wascana Parkway, University of Regina, Regina, SK, Canada S7N 0A2;1. Institute of Medical Psychology and Medical Sociology, Georg-August-University Göttingen, Göttingen, Germany;2. Department of Social and Behavioral Sciences, Harvard T.H. Chan School of Public Health, Boston, MA, USA |
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| Abstract: | This paper presents the findings of a study that examines the development of social capital within an Australian sporting organisation, Surf Life Saving Australia (SLSA). The study draws on the social capital literature across the not-for-profit sector and specific sport management social capital research. The research design incorporated an interpretive approach with data collected nationally from eight focus groups with key SLSA staff, board members and ‘toes in the sand’ volunteers. The findings provide fresh insights into the development and understanding of social capital within a sporting organisation. Both bonding and bridging were important social capital outcomes of the organisation's activities, albeit with important implications for antecedents and process. The data presented strong evidence for arguing that within the organisation bonding within the club comes first, which importantly provides a very strong sense of belonging and mutual support for club members, from volunteers through to the board. The strength of bonding provides a powerful base for subsequent bridging capital to the local, regional and national stakeholder communities that are associated with the organisation. Further, social capital develops in both the collective and individual, with leveraging of individual skills contributing to human capital development, which is closely connected to and inseparable from social capital. The paper concludes by discussing the theoretical implications for social capital generally and social capital in a sporting context. |
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| Keywords: | Social capital Sport Organisation Volunteer Human capital Citizenship values |
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