Global human resource management influences on local sport organisations

Taylor, TL; Ho, CY

Global human resource management influences on local sport organisations

Taylor, TL

Ho, CY

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Publisher:: Ingenta
Publication Type:: Journal Article
Citation:: International Journal of Sport Management and Marketing, 2005, 1 (1/2), pp. 110 - 126
Issue Date:: 2005-01

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Field	Value	Language
dc.contributor.author	Taylor, TL https://orcid.org/0000-0002-8847-7692	en_US
dc.contributor.author	Ho, CY	en_US
dc.date.issued	2005-01	en_US
dc.identifier.citation	International Journal of Sport Management and Marketing, 2005, 1 (1/2), pp. 110 - 126	en_US
dc.identifier.issn	1475-8962	en_US
dc.identifier.uri	http://hdl.handle.net/10453/5240
dc.description.abstract	Societal consciousness has shifted from national to international and global spheres, and the world is increasingly perceived as one place. Many sport organisations now find that they are under increasing pressure to engage in globally benchmarked sustainable management systems and processes, across all functional areas from finance to HRM. Some sport organisations have used aspects of the globalisation process to create new opportunities for expansion and growth, while others have been reluctant or resistant to externally instigated change. We assessed the adoption of "best practice" HRM practices in a range of amateur and professional sport organisations to see how they were reacting to these convergence pressures. This issue fits in the wider convergence-divergence debate that has been the concern of many cross-cultural researchers. Our empirical results indicate that while government policy has urged movement to a universally derived system of HRM processes, few sport organisations have adopted a formal HRM strategy and HR practices are widely variable across organisations.	en_US
dc.publisher	Ingenta	en_US
dc.relation.ispartof	International Journal of Sport Management and Marketing	en_US
dc.subject.classification	Marketing	en_US
dc.title	Global human resource management influences on local sport organisations	en_US
dc.type	Journal Article
utslib.citation.volume	1/2	en_US
utslib.citation.volume	1	en_US
utslib.for	1504 Commercial Services	en_US
utslib.for	1106 Human Movement and Sports Sciences	en_US
utslib.for	1505 Marketing	en_US
dc.location.activity	Newcastle, Australia
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	closed_access
pubs.consider-herdc	true	en_US
pubs.issue	1/2	en_US
pubs.volume	1	en_US

Abstract:

Societal consciousness has shifted from national to international and global spheres, and the world is increasingly perceived as one place. Many sport organisations now find that they are under increasing pressure to engage in globally benchmarked sustainable management systems and processes, across all functional areas from finance to HRM. Some sport organisations have used aspects of the globalisation process to create new opportunities for expansion and growth, while others have been reluctant or resistant to externally instigated change. We assessed the adoption of "best practice" HRM practices in a range of amateur and professional sport organisations to see how they were reacting to these convergence pressures. This issue fits in the wider convergence-divergence debate that has been the concern of many cross-cultural researchers. Our empirical results indicate that while government policy has urged movement to a universally derived system of HRM processes, few sport organisations have adopted a formal HRM strategy and HR practices are widely variable across organisations.

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http://hdl.handle.net/10453/5240