Sport organizations under tension: dynamic capabilities and resilience building during the COVID-19 pandemic
通过对37家加拿大体育组织41位高管的访谈，研究了体育组织在COVID-19大流行期间如何利用经济、社会、技术、人力和政治资本来增强韧性，并发现获取、重构和整合这五种资本是关键能力。
Research question Sport management research on resilience has primarily focused on athletes and sport teams. This has led to a limited understanding of how sport organizations can enhance their resilience. Therefore, drawing on the dynamic capabilities framework, the purpose of this study is to explore the processes that contributed to the resilience of sport organizations during the COVID-19 pandemic. Additionally, the present study seeks to investigate whether the type and size of sport organizations influenced their dynamic capabilities and resilience during this large-scale crisis.Research methods Based on a qualitative approach, a thematic analysis was conducted of semi-structured interviews with 41 high-ranking managers from 37 Canadian sport organizations.Results and findings Findings indicate that economic, social, technological, human, and political capital were all important sources of resilience for sport organizations during the COVID-19. Also, we found that the acquisition, reconfiguration, and integration of these five forms of capital are key capabilities through which sport organizations can enhance their crisis resilience. Lastly, segmentation analyses revealed that while most dynamic capabilities were leveraged by all sport organizations, others were only applied by certain types.Implications This study offers a fined-grained analysis of the processes through which sport organizations can enhance their resilience and manage large-scale crises effectively. Specifically, our findings highlight that capabilities that expand, refine, and integrate the capital base of sport organizations are integral to their resilience-building efforts.