Considering wider societal developments that reflect a demand for personalised services, this study aims to uncover the relationship between the perceived need for change by voluntary sports clubs (VSCs), their adoption of innovative services to promote flexibility of sports participation (also referred to as ‘light’ sports initiatives) and their organisational growth (in terms of membership evolution). Simultaneously, the impact of key organisational capacity (OC) determinants on each of the aforementioned variables is taken into account. In this study, VSCs in Flanders (Belgium) are examined utilising three (generalised) linear mixed model analyses on longitudinal panel data from 2012, 2015 and 2018. The results show a positive relationship between the need for change on the one hand and the adoption of ‘light’ sports initiatives and organisational growth on the other hand, whilst adopting ‘light’ sports initiatives as types of service innovations do not necessarily lead to organisational growth. The results of this study offer implications for the management and policy of VSCs to cater to shifting member demands. This study serves as a stepping-stone for further research to investigate other types of innovation on organisational change and growth.
Purpose – The hospitality industry creates a distinctive context in which learning takes place. The industry’s international perspective and large globalisation play an important role in learning, as well as the operational and structural features that give meaning to learning and development in the hospitality industry. This explorative research therefore studies the relation between workplace learning and organisational performance in the Dutch hospitality industry. Design/methodology/approach – The qualitative research is done through 15 in-depth interviews with general managers and HR managers of Dutch hotels with three or more stars and at least ten employees. Findings – It can be concluded that there is a relation between workplace learning and organisational performance in the hospitality industry, as the participants in this research and the literature both mention workplace learning enhances organisational performance. Originality/value – Little research has been done on learning and organisational performance specifically, in the (Western) hospitality industry. This research therefore focusses on HRD and studies the influence of workplace learning on organisational performance in the Dutch hospitality industry.
Although multi-disciplinary cooperation between professionals is a prerequisite to provideintegrated care in the community, this seems hard to realise in practice. Yet, little is knownabout the experiences of professionals who implement it nor about the organisational fea-tures professionals identify as empowering during this cooperation process. Therefore,a case study of a multi-disciplinary geriatric team was performed. The data-collectionincluded observations of meetings, in-depth interviews and focus groups with professionals(N = 12). Data were analysed inductively and related to the three organisational levels withinthe model of organisational empowerment of Peterson and Zimmerman. Signs of empow-ering organisational features on the intraorganisational level were mutual trust and clearworking routines. On the interorganisational level important features included improvedlinkages between participating organisations and increased insight into each other’s tasks.Tensions occurred relating to the inter- and the extraorganisational level. Professionals feltthat the commitment of the management of involved organisations should be improvedjust as the capacity of the team to influence (local) policy. It is recommended that poli-cymakers should not determine the nature of professional cooperation in advance, but toleave that to the local context as well as to the judgement of involved professionals.
LINK
