Different paths to organizational effectiveness in sport organizations: evidence from multi-group analysis across sport types
DOI:
https://doi.org/10.55040/4jjyys36Keywords:
sport organizations, organizational effectiveness, multi-group analysis, leadership behavior, organizational communication, hrm practicesAbstract
This study examines whether the mechanisms that drive organizational effectiveness differ across types of sport organizations. While prior sport management research often assumes that governance dynamics are similar across sports, organizational processes may vary depending on sport characteristics. This research analyzes the relationships among leadership behavior, human resource management (HRM) practices, organizational communication, and organizational effectiveness across different sport categories. A quantitative approach using Partial Least Squares Structural Equation Modeling (PLS-SEM) combined with Multi-Group Analysis (MGA) was applied to data from 227 administrators, board members, managerial personnel, coaches, and athletes representing provincial and district-level sport organizations in East Java, Indonesia. The results reveal distinct organizational patterns across sport types. Significant differences emerged between measured sports and martial arts in the relationships between leadership, HRM practices, and organizational communication. Measured sports were characterized by an HRM-driven model, team sports by a communication-driven model, and martial arts by a leadership-driven model. These findings demonstrate that sport organizations are not homogeneous and that mechanisms leading to effectiveness vary across sport types. The study contributes to sport management literature by proposing a typology of sport organizations based on governance dynamics.
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