Perceptions of stakeholders regarding National Federation Sport Policy: The case of the French Rugby Union

Bastien Viollet (), Brian Minikin, Nicolas Scelles () and Alain Ferrand ()
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Bastien Viollet: UFR STAPS – FSS [Poitiers] - Université de Poitiers – Faculté des Sciences du sport - UP - Université de Poitiers = University of Poitiers, CEREGE [Poitiers, La Rochelle] - Centre de recherche en gestion [EA 1722] - UP - Université de Poitiers = University of Poitiers - ULR - La Rochelle Université
Brian Minikin: University of Stirling
Nicolas Scelles: Manchester Metropolitan University Business School - MMU - Manchester Metropolitan University
Alain Ferrand: UFR STAPS – FSS [Poitiers] - Université de Poitiers – Faculté des Sciences du sport - UP - Université de Poitiers = University of Poitiers

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Abstract: The purpose of this article is to develop a framework of how a national association sport policy is operationally formalised in relation with the various perceptions of its internal stakeholders. Considering such a sport policy as a management tool, a case study of the French Rugby Union (FFR) was built using archival material and interviews. We demonstrate that this management tool is the consequence of a conceptual framework, consisting of: a formal substrate, a managing philosophy and a simplified representation of the actors' role (Hatchuel & Weil, 1992). As part of an intervention-research within the FFR, 45 semi-structured interviews were conducted with both federal and regional actors with various statutes. The analysis of these interviews shows both agreements and controversies, categorized through our conceptual framework. In conclusion, the case study emphasises on issues that this conception reveals for the national federation.

Keywords: management tool; sport policy; national federation; Actor-Network Theory (search for similar items in EconPapers)
Date: 2016
Note: View the original document on HAL open archive server: https://hal.science/hal-02147076v2
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Citations: View citations in EconPapers (1)

Published in Managing Sport and Leisure, 2016, 21 (5), pp.319-337. ⟨10.1080/23750472.2017.1280837⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02147076

DOI: 10.1080/23750472.2017.1280837

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