Moving forward: Business model solutions for amateur sport clubs

Abstract

Rationale/Purpose: The survival of New Zealand’s amateur sport clubs is threatened by a broad range of factors, including competing sport organisations and changes within the sport environment. Partnerships between clubs may address viability concerns. This study’s purpose was to investigate how partnerships can overcome sustainability issues brought about through changes within the sport environment.

Design/Methodology/Approach: A qualitative case study approach using semi-structured face-to-face interviews with representatives from five sport clubs that had formed a partnership with another club was used to explore how partnerships could alter sport clubs’ business models for improved long-term viability.

Findings: Partnerships enabled clubs’ governing bodies to appeal to a wider cross-section of society through improved strategic focus, direction and resource use. This led to membership growth and diversity, enhanced financial viability, improved governance, greater community connection and improved human resource management functions.

Practical Implications: The study suggests the RCOV model and RDT helped clubs’ pre-partnership sustainability issues. Partnerships created larger clubs, enabling financial stability, the retention of members, and resource use to overcome environmental change challenges.

Research Contribution: This study offers perceptions of partnership outcomes from amateur sport club ‘partnership change agents’. Critical success factors are identified and presented as an implementation guide of best practice.