Thrive and Endure: Voluntary sport clubs as exemplar for a new era of organizational thinking

Abstract

In this thesis, it is explained that voluntary sport clubs (VSCs) are unique organizations—not because they operate through entirely distinctive processes, but because they are defined by a specific combination and interconnection of social, cultural, and structural dynamics. The research identifies four interrelated processes that together clarify how VSCs function. First, their functioning relies on the voluntary commitment of members, which stems from strong social bonds and a shared sense of belonging. Second, the societal value of VSCs generates public legitimacy but also normative pressure to meet social expectations. Third, VSCs operate in a field of both competition and mutual dependence: they compete with other sports providers for members while simultaneously depending on one another to organize competitions. Fourth, they are constantly renewing themselves while preserving their core values and identity through the socialization of new members. This specific interweaving of formal and informal processes makes VSCs a distinct organizational type that cannot be fully understood through conventional organizational theories. Therefore, the author develops a new systems perspective that emphasizes the interaction between formal structures and informal engagement. Within this value co-creation perspective, the primary purpose of structures is not efficiency but the creation of value — for both members and society — thereby fostering sustainable commitment among internal and external stakeholders. In this view, meaning rather than efficiency becomes the guiding principle for management within VSCs. To support VSCs in this endeavor, the management philosophy Management of Meaning (MoM) was further developed. With MoM, the author offers a practical blueprint that helps board members make informed decisions and apply meaningful organizational practices.