Global, National, and Local Factors in the Management of University Sport: The Hungarian Case
Because of the international nature of university sport, the appearance of transnational areas, events, results, and actors occurred very early. Therefore, the harmonization of the national and international factors influencing the functioning and development of student sport has been necessary since its rise. The objective of the article is to reveal the interaction between global, national and local factors influencing university sport, through the example of the Hungarian case. The paper is based on the results of extensive empirical research carried out by the author with the help of several methods: survey, in-depth interview, document analysis, and participant observation. Sport-globalization is regarded as the theoretical framework for the analysis. The results are discussed according to the following dimensions: strategic management of university sport; event and project management; cooperation between the two "owners", the sports sphere and the academic education; migrant student-athletes; volunteering in university sports; and the external and internal environment of Hungarian university sport. In the conclusion, it is emphasized that the management of university sport in Hungary has been influenced both by the globalisation of sports and the transformation of the Hungarian sport structure following the 1989-1990 political regime change (Földesi 2000). The combined effect of global and domestic factors meant a permanent challenge for the management of university sport. The Hungarian University Sports Federation succeeded in providing adequate answers to the new challenges, as Federation strategic planning was always based on knowledge-based strategies.
This paper will illustrate the meaning and importance of human resource management (HRM), human resource planning, and strategic human resource management, which are critically important for an organization’s effectiveness and must be effectively managed (Doherty, 1998). This study used the literature review method to acquire its final results. The relevant HRM literature review was done according to the purpose of the study. It used the purposive random sample method for selecting relevant literature. This study shows the current economic environment in the sports industry; the second part of the study critically analyzes the value of the strategic management of employees for the effective and efficient operation of sports organizations. It also critically evaluates human resource planning and other pertinent issues in terms of legislation, recruitment, selection, training, induction, and reward management from different international examples in sports management. Over the past few decades, increasing competition, globalization, and continuous changes in the market and in technology have emphasized the need to rethink the management of the organization and of human resources for the sake of overcoming significant challenges (Taylor et al., 2006). Therefore, managers should use strategic human resource management to overcome significant issues and to form well-planned strategies so that the organization may succeed.
Demirhan Oğuzhan, Eskiler Ersin and Altunışık Remzi
. Advertising Res., 24(1), 19-25.
Indiana University, Sports and Entertainment Academy, Kelley School of Business. (2000). It’s football, friends, and fun, but few women interested in sports fantasy leagues, study finds. Retrieved November 30, 2017, from http://www.iuinfo.indiana.edu/ocm/ releases/fantasy.htm
Islamoglu, A.H. & Altunisik, R. (2013). Tuketici davranislari [Consumer Behavior]. Istanbul: Beta Publications.
Ketchen Jr., D.J. & Shook, C.L. (1996). The application of cluster analysis in strategicmanagement research
Pegoraro, A. (2010). Look who’s talking - Athletes on Twitter: A case study. International Journal of Sport Communication , 3(4), 501-514.
Penrose, E.T. (1959). The theory of the growth of the firm . Oxford: Oxford University Press.
Peteraf, M.A. (1993). The cornerstones of the competitive advantage: A resource-based view. StrategicManagement Journal , 14(3), 179-191.
R-project (n.d). Retrieved from www.r-project.org/about.html
Sanderson, J. (2013). From loving the hero to despising the villain: Sport fans, Facebook and social identity
., & Sarstedt, M. (2013). A primer on partial least squares structural equation modeling (PLS-SEM ). Thousand Oaks, California: SAGE Publications, Incorporated.
Hulland, J. (1999). Use of partial least squares (PLS) in strategicmanagement research: a review of four recent studies. StrategicManagement Journal , 20(2), 195-204. DOI: 10.1002/(SICI)1097-0266(199902)20:2<195::AIDSMJ13>3.0.CO;2-7
Jackson, B., Grove, J.R., & Beauchamp, M.R. (2010). Relational efficacy beliefs and relationship quality within coach-athlete dyads. Journal of Social and Personal
. T., Giulianotti, R. (2001). Scottish Fans, not English Hooligans! Scots, Scottishness, and Scottish Football'. In C. L. Harrington, D. D. Bielby (Eds.), Popular Culture. Production and Consumption (pp. 314-327). Blackwell Publishing.
Freeman, E. R. (1984). StrategicManagement: A Stakeholder Approach. Pitman, Boston: MA.
Freeman, R. E., Harrison, J. S., Wicks, A. C. (2007). Managing for stakeholders. Survival, Reputation, and Success. New Haven and London: Yale University Press
Ersin Eskiler, Summani Ekici, Fikret Soyer and Ihsan Sari
satisfaction and the self-regulation of learning. Learning and Individual Differences, 8(3), 165-183. DOI: 10.1016/S1041-6080(96)90013-8.
Dess, G.G., & Pickens, J.C. (2000). Changing roles: Leadership in the 21st century. Organizational Dynamics, 28(3), 18-34. DOI: 10.1016/S0090-2616(00)88447-8.
Dincer, O. (1992). Stratejik Yonetim ve Isletme Politikasi /StrategicManagement and Business Policy/. Istanbul: Alfa Publications.
Dorenbosch, L., Van Engen, M.L., & Verhagen, M. (2005). On-the-job innovation: The impact of job design