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1.1.2 Contemporary sport: change or be changed.

1.1.3 Governments’ interest in sport.

1.1.4 One organisation, a dual mission, several challenges.

It is noteworthy that the correspondence – one sport, one IF – could be confusing. For instance, according to

the IOC’s (2014) Olympic Charter, Aquatics is a sport, Swimming would be a discipline, and the 50m Freestyle

an event. The same happens to Ski and Snowboard, which are considered two different disciplines of the sport

Ski – which is governed by the International Ski Federation.

1.2.1 Challenges arising from policy priorities and rationalisation.

1.2.2 Using a case study approach.

1.3.1 Theoretical contribution.

1.3.2 Practice contribution.

Figure 1. Bodies of literature and theoretical lens

2.1.1 National Federations.

Figure 2. The Olympic Movement system

Adapted from Chappelet (2008) IOC – International Olympic Committee; NOCs – National Olympic Committees; OCOGs – Organising Committees of Olympic Games; IFs – International Federations; NFs – National Federations

Figure 3. Central position of NFs in the sport system

2.1.2 Encouragement and pressures.

2.1.3 Professionalisation.

2.1.4 Commercialisation.

2.1.5 Governmentalisation.

Table 1. Sport development definitions

2.2.1 Development of sport dimension.

2.2.2 Development through sport dimension.

2.2.3 Sport development models.

Figure 4. Sport development continuum model

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Figure 5. Sport development divergence

2.2.4 Relationship between elite and participation sport.

2.2.5 Trickle-up effect.

Figure 6. The trickle-up effect

2.2.6 Trickle-down effect.

Figure 7. The trickle-down effect

2.2.7 Priority in sport development agendas.

2.2.8 Challenges, tensions and enablers.

2.3.1 Institutional theory.

2.3.2 Institutional theory selection justification.

2.3.3 Institutional logics.

2.3.4 Institutional complexity.

2.3.5 Multi-level institutional complexity.

Table 2. Complexity levels, locus and sources Complexity Level Complexity Locus Complexity Source (multiple and conflicting)

Societal Society Society-level institutional logics External Institutional field Field-level institutional logics Interstitial Federation Affiliated organisations’ interests Internal Organisation Organisational agendas (part of the core mission)

2.3.6 Complexity typology.

2.3.7 Organisational filters.

2.3.8 Organisational responses.

Table 3. Organisational responses in management literature

Adapted from Battilana and Lee (2014, p. 404)

2.3.9 Theoretical framework.

Figure 8. Theoretical framework

2.4.1 Gaps in sport management.

2.4.2 Gaps in institutional theory.

3.3.1 Selection of the level of analysis.

3.3.2 Selection of the setting and field.

Table 4. Australia and Portugal contextual differences (over the last 10 years)

3.3.3 Selection of the cases.

Table 5. Case selection criteria

Table 6. Data inventory

Also known as an Olympiad, is the period of time between two summer or winter Olympic Games, if the case

is a NF of a summer or winter sport.

3.4.1 Primary data collection – semi-structured interviews.

Table 7. Semi-structured interviews

3.4.2 Secondary data collection – NF documents.

3.4.3 Secondary data collection – third party documents.

3.5.1 Capturing institutional logics.

Table 8. TA’s exclusive and shared logic vocabulary

3.5.2 Data structure.

Table 9. Data structure

Annual reports, interviews, strategic plans

Annual reports, interviews

Event organisation (FTP) Sport tourism (FTP)

School sport (FTP)

Annual reports, interviews, documents

Annual reports, interviews

Annual reports, interview, job description, strategic plan

Annual reports, strategic plans

Annual reports, interviews, strategic plans

Annual reports, interviews, strategic plans, documents

Annual reports, interviews, strategic plans

Annual reports, interviews

Annual reports, interviews

Annual reports, interviews, strategic plans

Annual report, interviews, strategic plans

Annual report, interview, job description, strategic plans

4.1.1 Beginnings (1972-1992).

4.1.2 Sydney 2000 Olympic Games (1993-2000).

4.1.3 After the Olympic Games (2001-2008).

4.1.4 Contemporary challenges (2009-2016).

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4.1.5 The present (2017+).

4.1.6 Australian Context Summary.

4.2.1 Dictatorship and revolution (1933-1974).

4.2.2 Post-revolution and European influence (1975-1992).

4.2.3 Barcelona 1992 Olympic Games failure (1993-2004).

4.2.4 Contemporary challenges (2005-2016).

4.2.5 The present (2017+).

4.2.6 Portuguese Context Summary.

Table 10. Triathlon disciplines, segments and distances

4.3.1 International Triathlon Union.

Table 11. Components of TA's institutional logics

4.6.1 Triathlon Australia commercial logic.

. Appendix 3 shows some of the changes that occurred over time. For example, in

the 2003-2004 season,

Similarly, the background of the CEO appointed in 2016, and the current strategic

plan (2016-2019), reflect a commercial focus. TA aims to increase non-public funding

through membership by attracting more participants and improving their experience, as well

as diversifying their revenue streams, in particular sponsorship. A TA board member

suggested that members of the board should come from more varied backgrounds to match

Australian diversity. This would add different perspectives to the board and cater to varied

customer segments, which could help grow the sport and its revenue.

4.6.2 Triathlon Australia government logic.

4.6.3 Triathlon Australia social logic.

Conforming with social logic carriers also means addressing significant players such

as the ITU. TA aims to improve its international social profile and stay relevant in the world

of Triathlon. It organises major competitions on a regular basis and has several Australians in

key ITU decision-making positions and is a respected and trusted member of ITU. The

international governing body has collaborated with TA to test some of their innovations in

the sport. The ITU’s requirements were identified by interviewees as relatively

straightforward and therefore not contributing to complexity.

4.6.4 Federação de Triatlo Portugal commercial logic.

4.6.5 Federação de Triatlo Portugal government logic.

4.6.6 Federação de Triatlo Portugal social logic.

Figure 9. TA positive and negative disruptive events

5.1.1 Responding to external complexity.

Table 12. TA External complexity – themes and sub-themes Theme Sub-theme

Alignment

Quality customer service Race venues Increase membership Hybrid board and staff

Transcendence Recruitment of high-profile people Governance

Negotiation Reducing membership cost Events calendar

Table 13. TA Alignment response features

Quality customer service

Hybrid board and staff members

5.1.2 Responding to interstitial complexity.

Table 14. TA Interstitial complexity – themes and sub-themes

Table 15. TA Invitations for dialogue – national conference focus overtime

Table 16. TA Strategic plan statements and content

Table 17. TA 'Whole of Sport' standardisation processes over time

5.1.3.4 Specialisation.

5.1.3 Responding to internal complexity.

Table 18. TA Internal complexity – themes and sub-themes

Table 19. TA Strategic leveraging of direct/indirect links between elite/participation

5.1.4 Responding with emotions.

Table 20. TA Emotions – themes and sub-themes

Figure 10. FTP positive and negative disruptive events

5.2.1 Responding to external complexity.

Table 21. FTP External complexity – themes and sub-themes

Table 22. FTP Alignment response features

5.2.2 Responding to interstitial complexity.

Table 23. FTP Interstitial complexity – themes and sub-themes

5.2.3 Responding to internal complexity.

Table 24. FTP Internal complexity – themes and sub-themes

Figure 11. Response dimensions

5.3.1 Responses across cases.

Table 25. Responses across cases

5.3.2 Responses across time.

Figure 12. TA External complexity – responses over time and critical events

Figure 13. FTP External complexity – responses over time and critical events

Figure 14. TA Interstitial complexity – responses over time and critical events

Figure 15. FTP Interstitial complexity – responses over time and critical events

Figure 16. TA Internal complexity – responses over time and critical events

Figure 17. FTP Internal complexity – responses over time and critical events

Figure 18. TA Emotions – themes over time and critical events

5.3.3 Responses across levels and emotions.

Table 26. Responses across levels

External (Ex); Interstitial (It); Internal (In); Emotions (Em)

two NFs identified three logics, namely

commercial, government and social and categorised their respective strategic, structural and

practice responses. Through this analysis the thesis makes three primary contributions.

The second contribution emerged through tracking the responses of the case study

organisations over time, whereby both reactive and proactive mindsets were used to achieve

novel organisational settlements.

examines aligned complexity and responses. Second, it discusses

external complexity and responses, in particular institutional

6.1.1 Responses to aligned complexity.

Table 27. Complexity type definitions based on level and value

Table 28. Organisational responses’ available repertoire

Adapted from Battilana and Lee (2014, p. 404) External (Ex); Interstitial (It); Internal (In); Emotions (Em)

6.1.2 Responding to external complexity – institutional logics components.

Figure 19. Logic centrality with negotiation and alignment responses

Figure 20. Logic compatibility with alignment and reinterpretation responses

Figure 21. Logic intensity with transcendence response

Table 29. Components of institutional logics

6.1.3 Responding to interstitial complexity – shifting organisational designs.

Figure 22. Organisational designs

6.1.4 Responding to internal complexity – leveraging organisational agendas.

Figure 23. Repertoire of responses to internal complexity

Figure 24. TA and FTP institutional logics over time

Table 30. Response implementation over time processes and definitions Implementation Definition Examples Stable Division (TA)

Replace Manipulation replaced Rejection (FTP)

Progressive Alignment (TA/FRP) Regressive Balance (FTP)

Sequence

6.2.1 Change mindset.

6.3.1 National Federations.

Table 31. Organisational designs’ components

6.3.2 Government sport agencies.

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Legend: RB – Representative Board; SB – Skill Based Board; P – President; VP – Vice-President; T – Treasurer; M – Members; EAR – Elite Athlete Representative