Reframing physical activity in sport development: managing Active Partnerships' strategic responses to policy change

IF 1.9 Q3 HOSPITALITY, LEISURE, SPORT & TOURISM
A. Beacom, Vassilios Ziakas, S. Trendafilova
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Abstract

PurposeThis paper examines the role of senior personnel within Active Partnerships as the personnel seek to strategically manage UK policy developments. This paper explores how Active Partnerships engage with the policy process within an environment characterized by systemic structural changes, mounting fiscal challenges, political uncertainty and a succession of public health concerns.Design/methodology/approachUsing the Multiple-Streams Framework (MSF), a case study approach was adopted, focusing on the perspectives of senior personnel. Semi-structured interviews with individuals involved in the management and operation of five Active Partnerships across the South of England and one national stakeholder that works closely with Active Partnerships were conducted. Data were collected during the period following Andy Reed's review of the operation of Active Partnerships. The interviews were complemented by documentary analysis.FindingsFindings illustrate that while senior practitioners within Active Partnerships often behave in line with Lipsky's notion of street-level bureaucrats, by maximizing collective leverage, advocating priorities and providing a voice for local partners, the senior practitioners adopt behaviors more akin to policy entrepreneurs. In this sense, they seek to influence the policy process at critical junctures in order to promote preferred outcomes and protect sectoral interests.Originality/valueThis study has explored the relationship between strategic management and the policy process in the context of the rapidly changing policy domain that frames the work of regional sports organizations known as Active Partnerships. The conceptual frame of the investigation is the concept of “policy entrepreneurship”, which seeks to articulate how individuals and collectives engage in the policy process, in order to secure outcomes conducive to their objectives. This, in turn, provides a sense of context for the contemporary challenges associated with the management of sport and physical activity (PA).
重塑体育发展中的身体活动:管理积极伙伴关系对政策变化的战略反应
本文探讨了高级人员在积极伙伴关系中的作用,因为这些人员寻求战略性地管理英国的政策发展。本文探讨了在一个以系统性结构变化、财政挑战日益严峻、政治不确定性和一系列公共卫生问题为特征的环境中,积极伙伴关系如何参与政策进程。设计/方法/方法采用多流程框架(MSF),采用案例研究方法,重点关注高级人员的观点。对参与英格兰南部五个积极伙伴关系的管理和运营的个人以及与积极伙伴关系密切合作的一个国家利益相关者进行了半结构化访谈。数据是在Andy Reed审查积极伙伴关系的运作之后收集的。访谈还辅以文献分析。研究结果表明,虽然积极合作伙伴关系中的高级从业人员的行为通常与利普斯基的街头官僚概念一致,但通过最大化集体杠杆,倡导优先事项并为当地合作伙伴提供发言权,高级从业人员采取的行为更类似于政策企业家。从这个意义上说,它们寻求在关键时刻影响政策进程,以促进优选结果并保护部门利益。原创性/价值本研究在快速变化的政策领域的背景下探讨了战略管理与政策过程之间的关系,这些政策领域构成了被称为积极伙伴关系的区域体育组织的工作。调查的概念框架是“政策企业家精神”的概念,它试图阐明个人和集体如何参与政策进程,以确保有利于其目标的结果。这反过来又为与体育和体育活动(PA)管理相关的当代挑战提供了一种背景感。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
Sport Business and Management-An International Journal
Sport Business and Management-An International Journal HOSPITALITY, LEISURE, SPORT & TOURISM-
CiteScore
4.10
自引率
15.40%
发文量
25
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