In recent years, the subsidiarity principle has been underlined in Sport-for-All policies in countries such as Germany, Austria and Belgium. According to this organising principle, issues need to be handled by the lowest possible political and administrative level, and as close to the citizens as possible. The 2007 decree concerning Sport-for-All policies at the local level in Flanders (Belgium) clearly referred to this. It emphasised the decentralisation of the Sport for All policy, and highlighted the regulatory and coordinating role of local sports authorities. As a consequence, they may face conflicting roles of being coordinator, regulator and provider of mass sport at the local level. In this paper, a mixed-method approach is used to give a closer insight in the role perceptions of local sports authorities in Flanders, and their position towards private sport providers. The results show that local sports authorities consider the coordination and regulation of mass sport in their municipality as their primary task. Yet, it appears that private sport providers also perceive competition from local sports authorities. Moreover, a considerable number of the local sports authorities believe they can combine the roles of provider and coordinator. As there appears to be considerable goal ambiguity, it is necessary for local sports authorities to formulate clear goals. Referring to the principle of subsidiarity, it is argued that sports authorities should only intervene when (non-)profit sport providers are not able to achieve the desirable outcomes with regard to sport and the welfare agenda.
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Abstract Business Process Management (BPM) is an important discipline for organizations to manage their business processes. Research shows that higher BPM-maturity leads to better process performance. However, contextual factors such as culture seem to influence this relationship. The purpose of this paper is to investigate the role of national culture on the relationship between BPM-maturity and process performance. A multiple linear regression analysis is performed based on data from six different countries within Europe. Although the results show a significant relationship between BPM-maturity and process performance, no significant moderation effect of national culture has been found. The cultural dimension long term orientation shows a weak negative correlation with both BPM-maturity and process performance. Through a post-hoc moderation analysis on each dimension of BPM-maturity, we further find that long term orientation negatively moderates the relationship between process improvement and process performance. Three other moderation effects are also discovered. The results of this study contribute to insights into the role of culture in the field of BPM.
MULTIFILE
Stakeholders and in particular customers are an important source for business model innovation. Especially for sustainable business models, stakeholder integration may radically change the business logic and help to revise the business model. In this process cognition plays a central role, challenging basic assumptions and changing the dominant logic. In this paper we explore how interactions with the network contribute to making a cognitive shift in development of a sustainable business model. We build on three cases and closely look at the commercialisation stage in which a change of cognition and redesign of the business model take place. Our findings show that network interaction changes the dominant logic in business model innovation in two ways: by triggering a cognitive shift and by contributing to business model redesign. Our main contribution is the conceptualization of three interrelated shaping processes: market approach shaping, product/service offering shaping and credibility shaping. They provide a fine-grained perspective on value creation through collaborative networks and add to the business model literature by providing a framework to study the role of networks and cognition in business model innovation. For practitioners the shaping processes may support business model redesign and building relationships to advance commercialisation of sustainability-oriented innovations.
