Operationalization of the Competing Value Approach ...

Operationalization of the Competing Value Approach for Developing Sports Organizational Effectiveness in Thailand

Dittachai Chankuna

A Dissertation is Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration in Sport Management Graduate School Chandrakasem Rajabhat University May 2014

การนํารูปแบบการสร้างคุณค่าความสามารถในการแข่งขันมาใช้เพือพัฒนา ประสิทธิผลองค์กรกีฬาในประเทศไทย Operationalization of the Competing Value Approach for Developing Sports Organizational Effectiveness in Thailand

Dittachai Chankuna

A Dissertation is Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration in Sport Management Graduate School Chandrakasem Rajabhat University May 2014 Copy Right of Chandrakasem Rajabhat University

Dissertation Title Operationalization of the Competing Value Approach for Developing Sports Organizational Effectiveness in Thailand is submitted for partial fulfillment of the requirements for the Degree of Doctor of Business Administration in Sport Management Chandrakasem Rajabhat University May 24th, 2014

……..………………………………………. (Assist. Prof. Dr. Nilmanee Sriboon) Advisor ……..………………………………………. (Dr. Rangsun Wiboonuppatum) Co - Advisor ……..………………………………………. (Assist. Prof. Dr. Silapachai Suwanthada) Chairman of Committee ……..………………………………………. (Assist. Prof. Dr. Nilmanee Sriboon) Chairman of DBA. program

……..………………………………………. (Assoc. Prof. Dr. Rajanee Quanboonchan) Committee Member

……..………………………………………. (Assist. Prof. Dr. Sawai Fakkao) Dean of Graduate School

……..………………………………………. (Assist. Prof. Dr. Saengla Chaimongkol) Honorary Member

(1) ดุษฎีนิพนธ์

ชือนักศึกษา ปริญญา สถาบัน อาจารย์ทปรึ ี กษาดุษฎีนิพนธ์หลัก อาจารย์ทปรึ ี กษาดุษฎีนิพนธ์รว่ ม ปี การศึกษา

การนํารูปแบบการสร้างคุณค่าความสามารถในการ แข่งขันมาใช้เพือพัฒนาประสิทธิผลองค์กรกีฬาใน ประเทศไทย ดิฏฐชัย จันทร์คุณา บริหารธุรกิจดุษฎีบณ ั ฑิต (การจัดการการกีฬา) บัณฑิตวิทยาลัย มหาวิทยาลัยราชภัฏจันทรเกษม ผูช้ ว่ ยศาสตราจารย์ ดร.นิลมณี ศรีบุญ ดร.รังสรรค์ วิบลู อุปถัมภ์ 2556 บทคัดย่อ

งานวิจยั นีมีวตั ถุประสงค์เพือ (1) เพือตรวจสอบโครงสร้างทีส่งผลต่อประสิทธิผล องค์กรกีฬาในสมาคมกีฬาไทยด้วยการใช้รูปแบบการสร้างคุณค่าความสามารถในการแข่งขัน ประกอบด้วย 8 โครงสร้าง ได้แก่ ความยืดหยุ่น แหล่งทรัพยากร การวางแผน ผลผลิต การ ได้มาซึงข้อมูล ความมันคง ความเป็ นปึ กแผ่นของแรงงาน และทักษะแรงงาน (2) เพือพิสูจน์ โครงสร้างทีส่งผลต่อประสิทธิผลองค์กรกีฬาไทยด้วยการใช้การวิเคราะห์ปจั จัยแบบยืนยัน และ (3) เพือสํารวจความสัมพันธ์ระหว่าง เหตุ และ ผล ในการพัฒนาประสิทธิผลองค์กรกีฬาใน ประเทศไทย การวิจยั แบบผสมซึงผนวกการเก็บข้อมูลและวิเคราะห์ขอ้ มูลเชิงปริมาณและเชิง คุณภาพถูกนํามาใช้ ในการวิจยั เชิงปริมาณนัน กลุ่มตัวอย่างคือสมาคมกีฬา 71 สมาคมของประเทศไทยซึงสะท้อนถึงองค์กรระดับ ปฏิบตั กิ ารทีรับผิดชอบกลยุทธ์กฬี าขันพืนฐานและกีฬาเพือความเป็ นเลิศของแผนพัฒนากีฬา แห่งชาติ ฉบับที 4 องค์กรตัวอย่างคือสมาคมกีฬา 5 สมาคมกีฬา ซึงผ่านการคัดเลือกจากเกณฑ์ 4 ข้อ ประกอบด้วยสมาคม วอลเลย์บอล เทนนิส มวยไทย ฟุตบอล และกรีฑา ผูเ้ ชียวชาญ 10 ท่าน ทําการพัฒนาถ้อยแถลง 60 ข้อ ของโครงสร้างทฤษฎีทงั 8 สําหรับเป็ นตัวแปรเบืองต้นใน แบบสอบถามประสิทธิผลองค์กร ผูม้ สี ทิ ธิในการออกเสียง 996 คน ทีมีส่วนเกียวข้องกับ 5 สมาคมกีฬาตอบแบบสอบถามประสิทธิผลองค์กรเพือการระบุโครงสร้างของรูปแบบทีนํ าเสนอ สถิตทิ ใช้ ี ในการวิเคราะห์คอื การวิเคราะห์ปจั จัยแบบยืนยัน และรูปแบบสมการโครงสร้าง ในการ วิจยั เชิงคุณภาพนัน ผูใ้ ห้ขอ้ มูล 8 ท่าน ถูกระดมจากองค์กรตัวอย่างบนพืนฐานของการสุม่ อย่าง เชิง ทฤษฎี สํ า หรับ ตอบคํ า ถามตามพิธีก ารสัม ภาษณ์ เ พือสกัด คํ า อธิบ ายรายละเอีย ดของ ความสัมพันธ์ของรูปแบบการสร้างคุณค่าความสามารถในการแข่งขัน วิธกี ารถอดคําพูดทีได้รบั การพัฒนาจากสเทร้าส์ถูกใช้เพือการวิเคราะห์ขอ้ มูล

(2) ผลทีได้พบว่า (1) รูปแบบการสร้างคุณค่าความสามารถในการแข่งขันสําหรับสมาคม กีฬาในประเทศไทยประกอบด้วย 8 โครงสร้างของ 60 ตัวแปร ด้วยความเหมาะสมตํา (CFI = .629) (2) โครงสร้างของรูปแบบการสร้างคุณค่าความสามารถในการแข่งขันทีมีค่าบรรจุมาก ทีสุด ได้แก่ การได้มาของข้อมูล และ ความมันคง (.98) รองลงมา ได้แก่ การวางแผน (.96) ผลผลิต (.84) ความยืดหยุน่ (.75) ทักษะแรงงาน (.57) ความเป็ นปึ กแผ่นแรงงาน (.53) และ แหล่งทรัพยากร (.38) ตามลําดับ (3) รูปแบบโครงสร้างการสร้างความสามารถในการแข่งขันมี ความเหมาะสมดี (CFI = .949) ความสัมพันธ์ของรูปแบบโครงสร้างระหว่าง เหตุ เป็ น ความสัมพันธ์เชิงบวกอย่างมีนยั สําคัญกับ ผล (ผลรวม = .92) การวางแผนและการได้มาของ ข้อมูล ซึงมีความสัมพันธ์กนั สูง (r = .97) มีอาํ นาจความสัมพันธ์เชิงบวกอย่างมีนยั สําคัญทาง สถิตมิ ากทีสุดกับ เหตุ (lamda = .77) ทักษะแรงงานมีอํานาจความสัมพันธ์เชิงบวกอย่างมี นัยสําคัญทางสถิตมิ ากทีสุดกับ ผล (lamda = .69) สรุป ว่ารูปแบบการสร้างคุ ณค่าความสามารถในการแข่งขันสําหรับสมาคมกีฬ าใน ประเทศไทยประกอบด้วย 8 โครงสร้าง ทีมีค่าบรรจุมากทีสุดในการได้มาของข้อมูลและความ มันคง เหตุมคี วามสัมพันธ์เชิงบวกกับผล โดยทีการวางแผนกับการได้มาของข้อมูลเป็ นคุณค่าที สําคัญสําหรับทักษะแรงงาน ข้อเสนอแนะทีได้จากการวิจยั ครังนีคือ การนํ ารูปแบบการสร้าง คุณค่าความสามารถในการแข่งขันไปใช้ควรอยูบ่ นพืนฐานมุมมองของผูม้ สี ทิ ธิในการแสดงความ คิดเห็นทุกกลุ่ม สมาคมกีฬาในประเทศไทยควรรับเอารูปแบบการสร้างคุณค่าความสามารถใน การแข่งขันนีไปใช้เพือยืนยันให้เห็นถึงผลของประสิทธิผลบนโครงสร้างทัง 8

(3) Dissertation Title

Student Name Degree Institution Advisor Co - Advisor Academic Year

Operationalization of the Competing Value Approach for Developing Sports Organizational Effectiveness in Thailand Dittachai Chankuna Doctor of Business Administration (Sport Management) Graduate School, Chandrakasem Rajabhat University Assist. Prof. Dr. Nilmanee Sriboon Dr. Rangsun Wiboonuppatum 2013 Abstract

The research objectives were as follow: (1) to examine structures affecting the sports organizational effectiveness in Thai sports associations by using the Competing Value Approach (CVA) model consisted of eight structures - flexibility; resources; planning; productivity; availability of information; stability; cohesive workforce; and skilled workforce; (2) to validate structures influencing the sports organizational effectiveness in Thai sports associations by employing confirmatory factor analysis; and (3) to explore a relationship between the means and ends in developing sports organizational effectiveness in Thailand. A mix-method research design that integrated quantitative and qualitative data collection and analysis was used. In quantitative approach, population is seventy-one sports associations of Thailand which reflected operational responsive organizations for fundamental and elite sport strategies of the National Sports Development Plan IV. Organizaional samples were five sports associations that qualified the four criteria. They were volleyball, tennis, Muaythai, soccer, and track & field association. Ten experts developed sixty statements of eight theoretical structures for preliminary scales in the organizational effectiveness questionnaire. Nine hundred ninety-six constituents having affiliated with five sports associations responded the questionnaires for determining the structures of the proposed measurement model. Statistics used to analyze was confirmatory factor analysis (CFA) and structural equation modeling (SEM). In qualitative approach, eight

(4) key informants were recruited from the organizational samples based on Theoretical sampling for answered the interview protocol to extract detailed description of relationship of the models. Coding approach developed by Strauss was used for data analysis. The results were found that: (1) the CVA model for Thai sports association composed of eight structures of sixty scales with poor fit (CFI = .629); (2) the structures of the CVA model with highest loading were availability of information and stability (.98) followed by planning (.96), productivity (.84), flexibility (.75), skilled workforce (.57) and cohesive workforce (.53) and resources (.38); (3) the structural model was good fit (CFI = .949). The relationships of the structural model between means was significantly positive relationship with ends (total effect = .92). Planning and availability of information, which has high correlation (r = .97), have a significantly strongest positive relationship with means (lamda = .77). Skilled workforce has a significantly strongest positive relationship with ends (lamda = .69). In conclusion, the CVA model for Thai sports association composed of eight structures that highest loading in availability of information and stability. Means has a significantly positive relationship with ends where planning with availability of information was important value for skilled workforce. The recommendation of this research was operationlization the model should based on all constituent groups’ perspective. Thai sports association could adopt the CVA to visually articulate effectiveness results on each eight structures. Keywords: Organizational Effectiveness; Competing Value Approach; Non-profit Organization; Thailand

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Acknowledgements I would like to sincerely express my appreciation to all members of my dissertation committee, Assist. Prof. Dr. Nilmanee Sriboon, Dr. Rangsun Wiboonuppatum, Assist. Prof. Dr. Silapachai Suwanthada, Assoc. Prof. Dr. Rajanee Quanboonchan, and Assist. Prof. Dr. Saengla Chaimongkol, for their expertise, generous support, and caring efforts while this dissertation was conducted. In particular, I would like to thank my advisor, Assist. Prof. Dr. Nilmanee Sriboon, for his exceptional guidance and encouragement to challenge me to embark on an organizational effectiveness study during the overwhelmed timing. I would also like to extend my appreciation to a dedicated international advisor, Prof. Dr. James Zhang, for his help along the complex research process and for spending his valuable time to listen and critique to my research. Furthermore, I would like to thank all to Department of Kinesiology’s faculties and post doctoral students at the University of Georgia for always supporting me to get the most out of my time while I was in the program at UGA during summer 2013. In addition to the support that I have received from both domestic and international professors, I would also like to acknowledge my family and friends for their supporting and caring roles. To my Mom and Dad, who provided me with the diligence and enthusiastic, it empowers me up to this desirable level in my life journey. To my sisters, their love and support could only be described as spirit up lifting soul mates. To my fellow colleagues, especially Mr.Yutthana Riansoi, for their help and suggest me to be a higher achieving and capable person. Lastly, my thanks also go to DBA and MBA students in Sport Management program at Chandrakasem Rajabhat University. They assisted me in every aspect of the study, facilitated me for conducting the dissertation, and shared a memorable and wonderful part of my life. I humbly want to share this glory with them all.

(Dittachai Chankuna) May 24th, 2014

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Table of Content Abstract (Thai) Abstract (English) Acknowledgements Table of Content List of Tables List of Figures Chapter 1 Introduction Background and Rationale Research Objectives Hypotheses Conceptual Framework Research Framework Operational Definitions Expected Benefits and Application

Page (1) (3) (5) (6) (8) (9) 1 1 5 5 7 9 11 12

Chapter 2 Review of Related Literatures Growth and Development of Sport in Thailand Need of Studying Organizational Effectiveness Measurement of Organizational Effectiveness Summary

13 14 38 58 68

Chapter 3 Methodology The First Phase The Second Phase The Integration Phase

70 71 88 94

Chapter 4 Results and Findings SEM Results Perception Results

96 97 115

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Chapter 5 Conclusion and Discussion Conclusion Discussion Future Direction and Policy Recommendation References Appendices Bibliography

Page 127 128 130 141 145 157 211

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List of Tables Table 2.1 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 5.1

5.2

Approaches to Study Organizational Effectiveness Steps of the First Two Phases Experts’ Participation Experts’ Qualification Scores in Correspondent to Six Criteria Descriptive Statistic of the Content Validity Test (n = 10) Summary of Eliminated Scales by Factor Stratified Random Sampling of a Sample Size Goal Detail of the Questionnaire Responsiveness Cut-off Criteria for Fit Indices Descriptive Statistics of Demographic Characteristics of First Phase Sample (n = 996) Univariate Summary Statistics of the 60-Scales (n = 996) Correlation Matrix of All Extracted Factors Descriptive Statistics and Internal Reliability for Total 60-Scales Scores (n = 996) Parameter Values for Original Measurement Model Fit Indices for Measurement Models and CFA Models Structural Model Measurement Equations Path Coefficients, t-values, and R2 Values for Hypothesized Structural Model (direct and indirect effect) Fit Indices for Measurement Models and Structural Models Key Informants’ Demographic Information (n = 8) A Comparison of Factor Loadings of the Organizational Effectiveness’ Structures between This Study and the Shillbury and Moore’s Study in 2006 A Comparison of Correlations of the Organizational Effectiveness’ Models between this Study and the Shillbury and Moore’s (2006) Study

Page 47 71 73 73 76 80 82 84 87 97 100 104 105 108 111 114 114 114 115

134

134

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List of Figures Figure 1.1 Hypothesized Model for Organizational Effectiveness 1.2 Proposed Structural Equation Model for Organizational Effectiveness 2.1 Organizational Structures of Ministry of Tourism and Sports 2.2 Competing Values Approach Model of Organizational Effectiveness 4.1 Depiction of Measurement Model 4.2 Depiction of Confirmatory Factor Analysis for Organizational Effectiveness 4.3 Depiction of Second-order Measurement Model 4.4 Depiction of Structural Model

Page 8 9 22 57 107 111 112 113

1

Chapter 1 Introduction Background and Rationale According to the National Sports Development Plans under the National Economic and Social Development Plans, the main objectives of sports administration in Thailand, since 1964 or 2507 B.E., are to improve and develop Thai sports structures, systems, and governance to be more transparent, accountable, and effective (Ministry of Tourism and Sports. 2007). However, those goals have not been easy to achieve due to several obstacles, especially the problems occurring with the administration of national sport bureaus as well as sports associations, which have been affected by budget problems, long vertical hierarchical structures, coordination difficulties, and a lack of effective supervision, personnel empowerment and development. Like a machine, the organization is expected to operate in a rigid, repetitive, and impersonal manner (Slack & Parent. 2006 : 8 - 12). These problems have also reduced employees and sport players’ morale as well as public trust towards sports administration in Thailand. Besides the problems within the bureaus and sports associations, the effectiveness and efficiency of the National Sports Development Plans have been questioned. For example, the Plans have failed to increase the number of physical educators, especially fundamental sport instructors in rural communities. Moreover, the insufficiency of sports’ infrastructures is another issue adding to the ineffectiveness of the Plans; for example, there are only 36 standard sports stadiums in 77 provinces (Siamsport. 17 May 2013a). Results of international sports competitions also reflect the ineffectiveness of the country’s sports management. For instance, Thai athletics failed to win a number of gold medals as was expected by the government in the recent 23rd SEA Games and 15th ASIAN Games. These led to some concerns regarding the role of the government

2 and related sports associations towards sports administration in the nation, especially in terms of the effectiveness of fundamental, mass, elite, and professional sports strategies, the implementation and evaluation of those strategies and plans, and the organizational culture and leadership within national sports bureaus and sports associations (Government Gazette Decree Issue. 2007). A lack of coordination between core national sports bureaus, namely the Sports Authority of Thailand (SAT), the Department of Physical Education (DPE), and the Institute of Physical Education (IPE), is the last issue which leads to the ineffectiveness of the National Sports Development Plans. That’s because each organization has its own mission and policies and is independent from the other authorities. Also, they have failed to link the notions of effectiveness, efficiency, and professionalism to sports administration in Thailand (Government Gazette Decree Issue. 2007). Herman and Renz (1998) would argue, based on the struggle for limited government revenues, that this automatically creates a sense of comparison in terms of effectiveness. Effectiveness is therefore an “objective reality or social structureion” that is also multidimensional and for nonprofits can never be “reducible to a single measure” (p. 110) as is evidenced by the multiple goals pursued by organizations. Measuring success in nonprofits has been described by Sawhill and Williamson (2001) as “mission impossible,” largely because nonprofits have not traditionally relied on “profit” as a primary measure of performance. The nonprofit literature (Bryson. 1995 ; Drucker. 1990 ; Forbes. 1998 ; Oster. 1995) is consistent in recognizing the difficulties of measuring success and by default the mission that nonprofits seeks to achieve. This literature notes the need for multiple measures (Forbes. 1998 ; Sawhill & Williamson. 2001), and consequently, this article reports the use of a multidimensional framework designed to measure effectiveness in a specific cohort of nonprofit organizations. Productivity, for instance, forms one of eight measures of effectiveness used in this study but cannot be measured according to its traditional economic definition, which views productivity as output per worker hour. Unlike manufacturing industries, for example, where daily productivity can be measured and related to worker hours, nonprofit hours worked do not necessarily directly equate to daily or monthly gains in terms of measurable goods produced. Nonprofit “currency is typically measured through programs and in social-good terms and is often more difficult to neatly quantify. In this

3 study, for instance, productivity is one of eight measures of effectiveness specifically recognizing goal achievement rather than efficiencies between worker hours and output. Paradoxically, the Competing Value Approach (CVA) acknowledges and reinforces the elusive goal of measuring the effectiveness of nonprofits while endeavoring to develop a framework to achieve this goal in respect to organizations. The CVA accommodates multidimensionality and is therefore suited to the analysis of nonprofit organizations. Because sports are highly important social institutions, which have primary functions in disseminating and reinforcing the values regulating behavior and goal attainment as well as yield several benefits to citizens and the nation (Herman & Renz. 1997), understanding structures influencing the effectiveness of sports administration will help related organizations and constituents to develop the wealth of the nation via sports in several ways. For instance, having an effective sports administration will boost the economic development of the nation, especially helping the government and sports associations to have effectual strategies and plans. Moreover, an effective sports administration will help the government and related agencies to make appropriate decisions to invest in sports programs that will meet the needs of citizens and yield the highest return on investments as well as promote effective public-private partnerships to support the development of Thai sports. The harmonization and participation of Thai citizens can be enhanced by sports, as well. For example, Thai citizens always support for Thai athletics participating in international sports competitions, such as the SEA Games, ASEAN Games, or Olympic Games. Medal-winning athletes from those games are seen as heroes and role models and can encourage Thai youth to play sports, as well. However, those heroes are limited in some sports, such as tennis, badminton, boxing, and taekwondo. As a result, if the government and related sports associations had effective sports administrations and strategies, they could make effective decisions to invest in potential sports and tournaments, such as allocating budgets for upcoming international sports competitions effectively and efficiently. Also, an effective administration can assist sports bureaus and associations in avoiding some internal problems, such as leadership or political conflicts that will affect the development of the sports of a nation (Siamsport. 17 May 2013a). Benefits of sport are increase quality of life, health, physical fitness, discipline, cohesiveness, pride, inspiration, revenue, occupation, and national economics. As a

4 result, government funding coupled with heightened commercial activity will be affected. For example, an additional ฿THA 96.39 billion over 6 years was invested in welfare business for supporting organizations related to fundamental and elite sport strategies (Government Gazette Decree Issue. 2007). Pure nonprofit voluntary organizations typically valued the intrinsic benefits of participation above the need to maximize success at national and international competitions. Thus, organizational effectiveness will reduce national welfare investment. Based on the problems of sports administration mentioned above, the main objective of this study is to investigate structures promoting the effectiveness of sports administration in Thailand. In doing so, a Competing Values Approach (CVA), developed by Quinn and Rohrbaugh (1981, 1983), will be employed to extract such structures. The CVA is a model which reflects the effectiveness of an organization based on multiple performance criteria, such as the capacity to measure organizational structure; the preferences for flexibility and control; and the focus of people and the organization itself (Buenger, Daft, Conlon, & Austin. 1996). The CVA also helps researchers integrate their criteria with other models, including a human relations model, an internal process model, an open systems model, and a rational-goal model. Because of its advantages, numerous authors have applied the CVA to study the effectiveness of an organization in several ways, such as measuring the effectiveness of change processes (Quinn & McGrath. 1985); assessing the advantage of the organizational culture (Colyer. 2000 ; Quinn & McGrath. 1985 ; Quinn & Spreitzer. 1991 ; Zammuto & Krakower. 1991); investigating the similarities and differences of managerial roles at various levels of an organizational hierarchy (DiPadova & Faerman. 1993); and examining health promotion programs (Wolfe, Slack, & Rose-Hearn. 1993). This study, therefore, applies the CVA to measure the effectiveness of sports administration in Thai sports associations focusing on fundamental and elite sports strategies, according to the National Sports Development Plan IV. The main reason why the author included those sports organizations in the study is that their missions and strategies could make a huge impact on the development of Thai sports. A confirmatory factor analysis (CFA) will then be used to validate indicators influencing organizational effectiveness based on the CVA. In addition, a structural equation modeling (SEM) analysis will be employed to testify to the relationship between the means and ends of

5 promoting the effectiveness of sports administration in Thai sports associations. It is noteworthy to mention that, although the CVA has been utilized by numerous scholars to assess the effectiveness of organizations (e.g., Buenger et al. 1996 ; Kalliath et al. 1999 ; Quinn & Spreitzer. 1991 ; Shilbury & Moore. 2006), none of them applies the CVA to enhance the effectiveness of sports organizations.

Research Objectives The main objectives of this study are threefold: (1) to examine structures affecting the sports organizational effectiveness in Thai sports associations by using the Competing Value Approach (CVA) model consisted of eight structures - flexibility; resources; planning; productivity; availability of information; stability; cohesive workforce; and skilled workforce; (2) to validate structures influencing the sports organizational effectiveness in Thai sports associations by employing confirmatory factor analysis; and (3) to explore a relationship between the means and ends in developing sports organizational effectiveness in Thailand.

Hypotheses Based on the objectives of this study, research questions and hypotheses are generated as follows: Q1) How many structures in the CVA model affecting the effectiveness of sports administration in Thai sports associations? Hypothesis 1) In the CVA model, there are eight structures, consisting of flexibility, resources, planning, productivity, availability of information, stability, cohesive workforce, and skilled workforce, influencing the effectiveness of the administration of Thai sports associations. (H1) Q2) Do the eight structures in the CVA model relate to the organizational effectiveness of Thai sports associations?

6 Hypothesis 2a) Flexibility has a significantly stronger positive relationship with the organizational effectiveness. (H2a) Hypothesis 2b) Resources has a significantly stronger positive relationship with the organizational effectiveness. (H2b) Hypothesis 2c) Planning has a significantly stronger positive relationship with the organizational effectiveness. (H2c) Hypothesis 2d) Productivity has a significantly stronger positive relationship with the organizational effectiveness. (H2d) Hypothesis 2e) Availability of information has a significantly stronger positive relationship with the organizational effectiveness. (H2e) Hypothesis 2f) Organizational stability has a significantly stronger positive relationship with the organizational effectiveness. (H2f) Hypothesis 2g) Cohesive workforce has a significantly stronger positive relationship with the organizational effectiveness. (H2g) Hypothesis 2h) Skilled workforce has a significantly stronger positive relationship with the organizational effectiveness. (H2h) Q3) In the latent model, do the four structures (e.g., flexibility, planning, availability of information, and cohesive workforce) relate to the means? Hypothesis 3a) Flexibility has a significantly stronger positive correlation with the means. (H3a) Hypothesis 3b) Planning has a significantly stronger positive correlation with the means. (H3b) Hypothesis 3c) Availability of information has a significantly stronger positive correlation with the means. (H3c) Hypothesis 3d) Cohesive workforce has a significantly stronger positive correlation with the means. (H3d) Q4) In the latent model, do the four structures (e.g., resources, productivity, stability, and skilled workforce) relate to the ends? Hypothesis 4a) Resources has a significantly stronger positive correlation with the ends. (H4a) Hypothesis 4b) Productivity has a significantly stronger positive correlation with the ends. (H4b)

7 Hypothesis 4c) Organizational stability has a significantly stronger positive correlation with the ends. (H4c) Hypothesis 4d) Skilled workforce has a significantly stronger correlation with the ends. (H4d) Q5) Does the means associate with the ends of promoting the effectiveness of sports associations? Hypothesis 5) The means has a significant positive relationship with the ends. (H5)

Conceptual Framework A conceptual framework of this study was developed based on the CVA model which has eight structures reflecting the organizational effectiveness. Figure 1.1 depicts a hypothesized model of structures affecting the organizational effectiveness. The researcher employs a second-order confirmatory factor analysis to validate this model. To clarify, in a first-order model, flexibility, resources, planning, productivity, availability of information, stability, cohesive workforce, and skilled workforce have their own indicator variables. And in a second-order model, those eight variables will be treated as indicators of the organizational effectiveness. After assessing the validity and reliability of structures affecting the organizational effectiveness, a structural equation modeling analysis will be applied to examine the relationship between the means and ends of the organizational effectiveness. In a hypothesized structural equation model (see figure 1.2), flexibility, planning, availability of information, and cohesive workforce are treated as an exogenous variable representing the means and resources, productivity, stability, and skilled workforce are served as an endogenous variable representing ends.

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Item 1

Flexibility Item 5 Item 1

Resources Item 5

H2a

Item 1

Planning

H2b

Item 9

H2c

Item 1

Productivity

Organizational Effectiveness

Item 14 Item 1

H2d

Availability of Information

Item 5

H2e H2f

Item 1

Stability H2g

Item 9 Item 1

Cohesive Workforce

H2h

Item 7 Item 1

Skilled Workforce

Item 7

Figure 1.1 Hypothesized Model for Organizational Effectiveness

H1

9

Resources (10)

Flexibility (5) H4a

H3a Planning (9)

H3b Means

Availability of Information (5)

H3c H3d

Cohesive Workforce (7)

H5

H4b

Productivity (14)

H4c

Stability (9)

Ends

H4d Skilled Workforce (7)

Figure 1.2 Proposed Structural Equation Model for Organizational Effectiveness (Number of scales are showed in parenthesis)

Research Framework Population and Sample A population consisted of 71 sports associations in Thailand which are responsible for fundamental and elite sport strategies according to the National Sports Development Plan IV. After analyzing those organizations, there were five sports associations that passed the four criteria of sample selection, namely (1) the Thailand Volleyball Association (TVA); (2) the Lawn Tennis Association of Thailand Under His Majesty’s Patronage (LTAT); (3) the Amateur Muaythai Association of Thailand (AMTAT); (4) the Football Association of Thailand Under the Patronage of His Majesty the King (F.A.T.); and (5) the Athletic Association of Thailand Patron Under the Patronage of His Majesty the King (A.A.T.).

10 Data Collection This study used a mixed-method research design that employed quantitative and qualitative approaches in analyzing data. In terms of a quantitative approach, the validated questionnaires were sent to 996 participants who represent seventeen constituency groups. For a qualitative approach, eight key informants were interviewed by using an interview protocol. Both quantitative and qualitative data were collected between March of 2013 and January of 2014. Instruments In order to collect the quantitative data, the Organizational Effectiveness Questionnaire developed by Quinn and Rohrbaugh (1981, 1983) and Shilbury and Moore (2006) was utilized. Ten experts consisting of domestic experts, sports association experts, and international experts were asked to participate in formulating and evaluating the preliminary scales of the questionnaire. In the case of qualitative data, the interview protocol was developed from the eight structures of the CVA model as well as related grounded theory. Variables In a first-order factor structure of a CFA model, flexibility, resources, planning, productivity, availability of information, stability, cohesive workforce, and skilled workforce are treated as a latent variable consisted of 66 observed variables in total. In a second-order factor model, these eight structures are served as an observed variable reflecting the organizational effectiveness. In the proposed structural equation model, flexibility, planning, availability of information, and cohesive workforce are represented observed variables reflecting the latent variable: means (independent variable or all X-model). In the case of the ends (dependent variable or all Y-model), resources, productivity, stability, and skilled workforce are served as observed variables of the ends variable.

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Operational Definitions 1. Organizational Effectiveness is defined as obtainment core value of sports both which an organization achieves its goals (effectiveness) and worthiness amount of resources used to produce the desired output (efficiency). 2. Flexibility is ability to optimization resources of the organization to achieve its goal. 3. Resource(s) is acquisition of environment into resource of the organization. 4. Planning is organization focus either short or long term goals. 5. Productivity is end resource of the organization. 6. Availability of information is communication skill within and across organization. 7. Stability is retention of constituents of the organizational. 8. Cohesive workforce is well human resource system and smoothly internal environment. 9. Skilled workforce is competency of staffs and constituency groups of the organization 10. Means is value structure related to organization effectiveness which emphasis on important process included flexibility, planning, availability of information, and cohesive workforce. 11. End(s) is value structure related to organization effectiveness which emphasis on important outcomes included resources, productivity, stability, and skilled workforce. 12. Constituency Groups are seventeen different constituent groups, were reported as having affiliated with the organizational samples. 13. Volleyball is represented Thailand Volleyball Association (TVA) including volleyball sports. 14. Tennis is represented The Lawn Tennis Association of Thailand Under His Majesty’s Patronage (LTAT) including tennis sports. 15. Muaythai is represented Amateur Muaythai Association of Thailand (AMTAT) including Muaythai sports.

12 16. Soccer is represented The Football Association of Thailand Under The Patronage of His Majesty The King (F.A.T.) including soccer sports. 17. Track & Field is represented Athletic Association of Thailand Patron: His Majesty The King (A.A.T.) including athletics or track and field sports.

Expected Benefits and Application 1. Classified a program, product, person, policy, performance, proposal, or portfolio specifically for sports communities. 2. Discover merit or quality; supporting sport decisions such which program to develop, which organization to continue to funding, to which change initiatives to devote resources and which to abandon, and which strategy is the most cost-effective to pursue. 3. Provide insights and accountability at different points from need assessment through planning, quality control, risk management, and process improvement. 4. Driven internally by the organization’s focus on efficiency, productivity, and maximization of returns. 5. Create sense of urgency for change among Thai’s sports constituents.

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Chapter 2 Review of Related Literatures The review of literature for study organizational effectiveness consists of 140 different studies, general practices, and theory models. These materials are drawn from books, journal articles, Internet Web Site, interviews, observations, and academic database. The material has been broken down into four general sections: 1. Growth and development of sport in Thailand: consist of describe recent growth of sport which covers all constituency groups then drawing how their run operation, policy, and structure the organization as well as clarify national sport rules and responsibility and dealing with need of improvement in Thailand management of sport management. 2. Need of studying organizational effectiveness: defining and meaning that indicates independent variable in term of organizational effectiveness and review approaches to studying organizational effectiveness, especially the Competing Value Approach (CVA). 3. Measurement of organizational effectiveness: clarify indication of sound measure, which dealing with concept, validity, and reliability of organizational effectiveness in sport management study, and measures available for organizational effectiveness, which introduces CVA scale and another scale in previous study of organizational effectiveness. 4. Summary: emphasizes the need of studying in Thai sports association, suggest how organizational effectiveness should be study and inspect, and indicate benefit of this study.

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Growth and Development of Sport in Thailand Recent Growth of Sport Thailand sports have been developed through two major National development plans. They were an instrument for developing Thai people which stated in section 2.2 and 4.3 of National economic and social development plan (NESDP). Since 1962 (2505 B.E.), The NESDP I to X were implemented to encourage fairness and peaceful of social community; integrative develop whole Thai age groups including physique, mind, cognition, emotion, and ethics; develop economic system for stable, quality, and sustainable growing as well as to connecting productivity and service network based on wisdom, innovation, and creativity in ASEAN community in conjunction with create food and energy stability for low carbon community; and to manage natural and environmental resource for maintain ecology system balance. Recently, the NESDP XI has been implementing since 2012 and valid until 2016 (Government Gazette Decree Issue. 2007). Furthermore, National sports development plan (NSDP) was established in 1988 to coordinated and improved in the overall management of sport structures, system, and governance, including mechanism to ensure accountability and effectiveness of the NESDP. The NSDP I, II, III, and IV were implemented in 1988 1996, 1997 - 2001, 2002 - 2006, and 2007 - 2011 respectively. In 2012 - 2016, the NSDP V has been implementing (Ministry of Tourism and Sports. 2007). NSDP has acquired His Majesty the King’s philosophy “Sufficiency Economy” into their objectives, under a concept “people are center of development” by emphasizes sport development. Objectives of the NSDP have five aspects. Firstly, to create values of exercise and sport activity both direct and indirect involvement for long life activity. Secondly, to apply sport science and technology for improve sport, exercise, and recreation but not limited to increase athlete performance. Third, to study, research, and apply knowledge for improve sport, exercise, and recreation. Fourth, to integrate resources into systematic and standardize of sport management by involvement of every level of people. Fifth, to develop and produce sport personnel, sports science researcher, and sport researcher (Ministry of Tourism and Sports. 2007). Furthermore, six strategies were created to ensure the objectives will be achieved. They were Fundamental sport; Mass sport; Elite sport; Professional sport; Sports science and technology; and Sport

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management. Fundamental sport strategy focus on basic physical performance and skills improving and supporting for sport and exercise activity in children and youths, including formal and non - formal school for preparation of sport personnel’s body structure, to improve and support higher level of sport participation. Mass sport strategy pay attention on regular participating in sport and exercise of children, youths, and adults, in which quality of life and sport skills improving, to be developed for elite and professional sport. For elite sport strategy, important is placed on competing in sport competition of children, youths, and adults for develop into elite sports both domestics and international level and make reputation for Thailand. Next transition, professional sport strategy aim to develop an achieved elite sport to professional sport, depends on amount of qualified professional athletes and salary from sport career, to be improved standard professional sport which supported by private sectors throughout competition hosting with continuous spectator. Sports science and technology strategy focus on researching and developing in all branches of sports science knowledge as well as applying of knowledge for improve athlete’s performance, sport competition, and encourage people to compete and exercise following academics principles. Finally, sport management strategy focus on integrative management in accordance with involvement of stakeholders, build and provide resources for sport improvement at all levels, and monitor and evaluates for improving and developing of the plan (Ministry of Tourism and Sports. 2007). However, Thailand sport’s development through the NSDP seems to be less achievement as expected especially in fundamental sport development, sport involvement (watching and playing), application of sports science and technology, and integrative sport management (Ministry of Tourism and Sports. 2007). In fundamental sport, physical educators were less adequate in any schools. Physical education program was only inserted in some University and fundamental sport instructors were inadequate in any villages. Furthermore, responsible persons in mass sport were not found in provincial sport committees. Amount of health parks were not met requirement in any districts and most organizations did not provided exercise facilities for their employees. Same problems found in elite sport development. Personnel development institute and National and regional training center were not establish yet. There are only 36 standard stadiums in 76 provinces. Sports science was low applied. These results affected to professional sport. It was not actually developed because low number of

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professional and they did not qualified international standard. Sport law and related regulations has not issued. Organizing of professional sport competition has not meet standard. Supporting, marketing, and privilege providing from private sectors were low. Furthermore, there were low distribution of sports science and technology knowledge, center of sports information technology was not established. Improvement of athletes’ physique through sports nutrition was low applied. Finally, sports administrators did not have center of sports information technology for monitor and evaluate the plan. Effective sports association has low number. Sports stadium and facility were less adequate. Sport rule, regulation, and related - law need an up - to - date revision. Sport administration in related - organization was lack of good governance (Ministry of Tourism and Sports. 2007). In summary, NSDP objectives were achieved only 50% in average. When consider NSDP objectives, it was both achieved and not achieved the target. Detail below described results of NSDP operation by its strategy and achievable (Ministry of Tourism and Sports. 2007). 1. Fundamental Sport Strategy Achievement: 88% of kids and children participate in exercise activity. 97.0% of kids and children have exercise and sport knowledge. 95% of children in formal school studied P.E. and 86% of them competed sports in schools. 12.5% of primary schools, 46.8% of secondary schools, and 47.4% of university have physical education class two hours per week. There are sport and recreational student club in 17.4% of all schools. There are 7,998 sport centers in every districts of a province. Sport equipment center and physical educators were increasing in fundamental schools. Sport area was increasing in fundamental schools; almost of them have sports field. Not achievement: Physical educators were inadequate in any schools. Physical education program was inserted in some University and fundamental sport instructors were inadequate in any villages. 73.2% of kids and children participates sport and exercise activity 30 minutes per session. 55.9% of kids and children exercise three days per week (target is 80%). 82.1% of primary schools have physical education class one hour per week. 12.5% of them have a class two hours per week. Qualified physical educators were not sufficient in any schools. There were only 52.5% qualified physical educators. Ratio of physical educator and student is 1 : 224. 67.4% of sport field and

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63.1% of sport equipment were not sufficient in educational institute. There are 64.2% of sports training supervised by coach. 2. Mass Sport Strategy Achievement: 75.7% of Thai people regularly do exercise and sport according to their life style. 27% of elderly people do exercise regularly. There are location or sport field for do exercise and sport in village and community, both district and village, 23,125 places. There are 3,678 sport mass leaders. There are equipment center in every districts. Fourteen ministries have exercise and sport policy. Thai people play traditional sport in suitable season. 30.3% of people do exercise and sport at least three days a week. 37.0% of people exercise at least 30 minutes per day. There is activity supporting mass sport 98.3%. There is local policy support sport in 94.2%. There is 93.9% of sport center in districts. Furthermore, fitness club business has been increased popular. Fitness First and True Fitness are two biggest clubs with 55,000 and 30,000 memberships respectively. Most of their branches located in department stores. Alternative medicine and holistic approaches were integrated in fitness center especially for rehabilitation in hospital i.e. acupunctures, nutrition consultation, meditation, spa, sauna, traditional massage, etc (Manager 360 degree Weekly Newspaper. 17 April 2013). Not achievement: Any responsible persons of mass sport were provincial sport committees. Amount of health gardens were not met requirement in any districts and most of organizations did not provided exercise facilities for their employees. There has exercise activity in elderly, disable, and disadvantage people only 13.9%. There has 76.2% of annually exercise and sport activity in district and village. 54.6% of people need volunteer or mass sport personnel. 42.5% of educational institutes were used for exercise and sport activity. 3. Elite Sport Strategy Achievement: 92.2% of educational institutes all level consecutively held intramural sports competition and training. There are sport competition in all level, e.g. subdivision, province, regional, and national level. There are athletes participate in international competitions e.g. SEA Games, ASIAN Games, and Olympic Games. Three gold medals were achieved in 28th Olympic Games (Athens 2004). There are sport club and sport association in all province. There are equipment center in all provinces and

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subdivisions. There is sport development foundation. Elite sports competitions were held in national level. Two disability sport competitions consecutively were held. Not achievement: Personnel development institute and National and regional training center were not establish yet. There are only 36 standard stadiums in 76 provinces. Sports science was low applied. International elite sport was not achieved targets e.g. finished second rank in 23rd SEA Games (Manila 2005) and 14 gold medals were achieved in 15th ASIAN Games (Doha 2006). One national sport training center and regional sport training centers were not established yet. 4. Professional Sport Strategy Achievement: Associations, clubs, and professional sports organization were established, in center and region, and sports organization system was improved. Seven sports were improved to be professional sport. Two traditional sports were improved to be professional sport, Muaythai and Sepak - trakraw. 76 provincial sport associations, 53 sports associations, five professional athletic associations or it is 71.4% of supporting professional sports. Not achievement: nine sports have not be improve into professional sport e.g. soccer, golf, tennis, boxing, snooker, bowling, volleyball, Sepak - takraw, and badminton. Muaythai has not improved to be standard sport. Low number of professional and they did not qualified international standard. Sport law and related regulations has not issued. Organizing of professional sport competition has not meet standard. Supporting, marketing, and privilege providing from private sectors were low (most second importance issue for professional improvement). 5. Sports Science and Technology Strategy Achievement: Sports science personnel were trained. Sport science was served in all provinces. There are organization in charge of sport science e.g. Bureau of Sports Science and sports science center and sports science assembly in 90.8% of all provinces. 79.3% of athletes and people applied sports science in exercise and sport activity. Not achievement: Only sports physiology research was high published, but another field was low. There was low distribution of sports science and technology knowledge, center of sports information technology was not established. Improvement of athletes’ physique through sports nutrition was low applied. Responsive sports science organizations have not operated. No responsive sports science organizations in local

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level. Instrument for physical fitness test was not been improved. Sports science research has no direction. No any organization acquired research’s results in practice. 6. Sports Management Strategy Achievement: 94.2% of local administration has sport policy. 83.9% of them have at least one meeting per year. 75.4% of local administration has involved people as sport committees in sport organizing. Information technology centers have various media e.g. provincial website, regional website, ministry website. There are athlete’s development and welfare foundations e.g. National sports development foundation, Muay funds. Organization, association, and assembly are effectiveness. Furthermore, Muaythai was attractive sport for tourism. New Muaythai camps, especially in Phuket, Pang - nga, and Krabi, were established for demonstration, practice, and competition (Thailand Research Fund. 2007). Not achievement: Center of sports information technology for monitor and evaluate the plan was not established. Provincial sport association has ineffective organizing. Effective sports association has low number. Main sport organization lacks of effectiveness. Sports stadium and facility were less adequate. Sport rule, regulation, and related - law need an interactive revision. Personnel focus on private benefit. Sport administration in related - organization was lack of good governance and lack of monitoring and evaluating in organization. On the other hand, other countries seem to accomplish their sports development. Comparing with the NSDP, at least one strategy was accomplished among them. In Singapore, Singapore Sports School was establish for operate fundamental sport and F1 Night Race was held for professional perspective. South Korea has KUKKIWON and World Taekwondo Academy for driving elite sport strategy as well as Olympic Training Center was implemented sports science and technology. In Europe, DUNDESLIGA in Germany was recognized as one of the most success professional soccer league that supports German national soccer team. As Spain national soccer team consecutively held two UEFA Euro championships, in 2008 and 2012 and FIFA World Cup Champion in 2012 reflected in elite sports strategy and the Spanish LA LIGA in professional strategy. In America, the United States accomplished in mass sports through the National Collegiate Athletic Association: NCAA. The University of Georgia showed the example in well management of league system, both in active and passive involvement. For elite sport in the United State, they won more

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gold and overall medals than any other country in the Summer Games and overall. Furthermore, for professional sport, NBA, NFL, MLB, and NHL in the United State are the highest revenue of sports business in the World. This would be argued that, in past decade, Thailand sports were continuously growth both direct and indirect participation. Thai people have been increasing exercise and sport activity. Nevertheless, operationalized the NESDP and NSDP for developed sport through six strategies were incompletely accomplished. Simultaneously, Ministry of Tourism and Sports issued trend in sport development is prevention, not cure. Future direction for improve sport consists of seven issues as follows (Ministry of Tourism and Sports. 2007). 1. Trend in health development is emphasis on improving exercise and sport in organizations. Specifically, to educate people by create awareness and value perception of exercise and sports. Hence, fundamental and mass sport development will be more importance. 2. Thai social structure is becoming elderly society. Elderly population might increase to 10% in 2020 and enhance 20% in 2045. Policy and strategy making for exercise and sport development have to be encouraged in exercise and sport activity as well as recreation in population according to their need and age. 3. As a consequence of addictive substance re - widespread in youths, related constituency focus to use exercise and sport as an instrument for reduce addictive substance problems. Youths were promoted and encouraged to favor exercise and sport activity. Furthermore, South Thailand insurgency which prolonged and continuous chaos has to be applied sport dimension to maintain internal security. 4. Information technology and social media are diffuse in sport. They directly served sport news and information throughout people especially children and youth group. They also create tendency and culture of exercise and sport participation. 5. The need of sports science research and development which supports exercise and sports activity is increasing e.g. athletes’ performance development, innovation, equipment business, and accessory. 6. From international competition achievement e.g. 15th ASEAN Games and 9th FESPIC Games awaked private sectors and sports association to held sport competition for business purpose both national and international competition. Ultimately, this is an opportunity for run sport business to create revenue for develop country.

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7. Direct participation in exercise and sports of people will increase popularity because health is a part of vitality, occupation, and well - being. Long life exercise and sport would be applied in daily life. Organization of Sport in Thailand According to the NSDP, Thailand sports were organized based on six strategies. Then fundamental, mass, elite, and professional sports were separately managed, not integrated as a whole of sport system. 30 relevant National Sports Organizations including 71 sports associations and 64 provincial sports associations responded for sports operation and improvement. Organization of sport in Thailand was described below (Ministry of Tourism and Sports. 2007). 1. Fundamental Sports The extent in Thailand to which fundamental sports are associated with educational institute is widely among nation. Most of students participate in athletics programs operated by schools, twelve sport schools, colleges, seventeen Institute of Physical Education (IPE), and 166 higher education institutions. Office of Higher Education Commission (OHEC), under Ministry of Education, is the governing body of collegiate sports. Ministry of Tourism and Sports (MOTS) determine activity related fundamental sports policy to Department of Physical Education (DPE). Vision of the MOTS is being the main organization that promotes and develops tourism, sports, and recreation to be a mechanism that drives economy and sustainable social development (Ministry of Tourism and Sports, 19 April 2013a). To integrate the vision, MOTS has five obligations. There are 1) Set policy and strategic plan for development in all levels that is in line with national development. 2) Promote, support, develop, and encourage implementation of tourism, sports, and recreation policy. 3) Efficiently integrate and manage, encourage participation from all sectors in the development of tourism, sports, and recreation of the country, as well as set a guideline for resource allocation to support all sections to ensure efficiency. 4) Develop infrastructure, as well as supporting factors in terms of tourism, sports, and recreation to ensure international quality and standard. 5) Develop management system, information system, and personnel in tourism, sports, and recreation to ensure competency (Ministry of Tourism and Sports, 19 April 2013b). Organizational structure of MOTS consists of seven government and

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government - owned corporation, which Office of the Minister, Office of the Permanent Secretary, Department of Tourism, Department of Physical Education, Institute of Physical Education, Tourism Authority of Thailand, and Sport Authority of Thailand were directly associated (Ministry of Tourism and Sports, 19 April 2013b). Figure 2.1 shown organizational structures of MOTS.

Figure 2.1 Organizational Structures of Ministry of Tourism and Sports (Ministry of Tourism and Sports. 19 April 2013a) In the other hand, vision of Department of Physical Education (DPE) is become the leading physical education organization by providing the public with contentment through the use of sports and recreation (Department of Physical Education. 19 April 2013a). Four missions was established for accomplish their vision. They are 1) Promote, support and develop the basic structures of sports while aiming to lift the standard of competition not just at the national level but at the international level as well. In raising the standard of competition bring those with the greatest potential from among students, youth and the public to showcase the highest level of performance competing to earn worldwide recognition. 2) Promote, support, and provide opportunities for students, youth, and the public to improve their physical, emotional, social, and mental well beings through the implementation of various recreational activities. 3) Initiate, support and develop studies, analyses, research in sport science and sport technology with the objective of improving competitions, creating improvements in the equipment and establishing services that are understood to be of quality for the public. 4) Carry out the evolution of multiple leaders in sport and recreation who are capable of serving as superior role models. These leaders would

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have the ability to administer and advance sports, recreational activities and sports science (Department of Physical Education. 19 April 2013a). DPE has eleven agencies that bring success to the Department. They are as follows: 1) Administrative System Development Division 2) Internal Audit Division 3) Ethics Protection Division 4) General Administration Division 5) Sport Bureau 6) Recreation Bureau 7) Sport Science Bureau 8) Institution of Personnel Development for Physical Education and Sports 9) Regional Physical Education, Sport and Recreation Bureau 10) Information Technology and Public Relation Bureau and 11) Institute of Muay Thai Conservation (Department of Physical Education. 19 April 2013b). Institute of Physical Education (IPE) is a higher education institute with an objective of producing and developing personnel in Physical Education, Sports, Sport Science, Health Science, Recreation, and related fields. Vision of IPE is to be a leading institute in producing and developing professional personnel in Physical Education, Sport and Health towards sustainable excellence and international standards (Institute of Physical Education. 19 April 2013a). Their missions are 1) Offer education in the field of physical education, health education, sports, recreation, sports science, health science and related fields. 2) Conduct study research, provide academic services to communities, and create learning society for respective local. 3) Promote and support the educational endeavors for people with special talents and people with disabilities. 4) Preserve and foster arts and cultures, folk plays and Thai sports (Institute of Physical Education. 19 April 2013b). IPE has centralization management role. Six Vice Presidents; Administration, Academic Affairs, Students and Special Affairs, Sports Schools, Plan and development, and Research and quality assurance were handle institutes’ business throughout Thailand. IPE was divided into four faculties: Office of the President, IPE campus, IPE faculty, and Sports schools (Institute of Physical Education. 19 April 2013c). Seventeen Institute of Physical Education (IPE) and twelve sport schools were cooperated with Ministry of Education. Furthermore, the Office of the Higher Education Commission (OHEC) oversees altogether 166 higher education institutions. They are thirty limited admission public universities, two open admission universities, thirteen autonomous universities; 69 private higher education institutions; 40 Rajabhat Universities; nine Rajamangala Universities of Technology; Pathumwan Institute of

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Technology and nineteen Community Colleges (Commission of Higher Education, 19 April 2013). Moreover, Office of the Basic Education Commission is a Thai government agency, founded in 2003. Its responsibilities include the management of education from primary school until high school (Office of Basic Education Commission. 19 April 2013). Office of the Basic Education Commission have central agencies in each region include Education Service Area Office 181 area and sixteen central agencies such as Bureau of General Administration, Bureau of Financial, Bureau of Monitoring and Evaluation, Bureau of Educational Testing, Bureau of Technology for Teaching and Learning, Bureau of Policy and Planning, Bureau of Special Education Administration, Bureau of Educational Innovation Development, Bureau of Personnel Administration Development and Legal Affairs, Bureau of Student Activities Development, Bureau of Teachers and Basic Education Personnel Development, English Language Institute, Upper Secondary Education Bureau, Bureau of Education Development for a Special Administrative Zone in Southern, Public Sector Development Group, Internal Auditing Unit. In conclusion, educational institutes fill the developmental role that in many other countries would be the place of youth teams associated with clubs. National Varsity Games was hosted every year by rotary university. Student - athletes often receive scholarships to private university in recognition of their athletic potential and business reputation. However, goals and purpose of sport society have been emphasized on sport for competition in terms of improving the performance of athletes without pay attention in fundamental sport. Physical education and sports science programs were abandoned in educational institute. Thus, skilled student - athletes were gift, not trained from educational institute. 2. Mass Sports Many constituency groups are related to mass sport strategy, in term of encourage sport involvement of children, youths, and adults. Governance bodies and private organizations are involved e.g. Provincial Sports Associations under Ministry of Tourism and Sports, Thai Health Promotion Foundation under Ministry of Public Health, Fitness clubs, and Wellness center in the hospitals. Sixty four provincial Sports Associations has provided and implemented exercise and sport program at provincial levels for excellence athlete preparation.

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Organizing committees in each province consist of ten to twelve members, had formed by Sport Authority of Thailand (SAT) to operated ten activities below. 1. Promote harmony and understanding between sport interested and all provincial sport. 2. Develop sport standard and quality of the provincial athletes. 3. Being central supporter between private sectors and provincial sector. 4. Organize and promote provincial sport activities. 5. Support and help members, athletes, committees, sport controllers of all kind sports in activities that would benefit public. 6. Observe and monitoring provincial sport activities, exchange research results, knowledge, and news from sport association. 7. Being central coordinator between provincial and SAT or sport concerns parties. 8. Set regulation and rule principals for sport by following the Ministry Act and SAT’s regulation. 9. Perform activities that benefit to provincial sport. 10. Being a member of Sport Authority of Thailand. In the other hand, Thai Health Promotion Foundation (ThaiHealth) is independent state agency set up according to the Health Promotion Act 2001 and funded by two percents surcharge tax of tobacco & alcohol excise taxes. ThaiHealth aimed to promote initiative, enthusiasm, coordination and mobilization among individuals as well as various organizations in all sectors so that they have capability to form a society conducive to good health. ThaiHealth emphasizes healthy public policies, issues - based programs, and holistic approaches. ThaiHealth acts as a catalyst for projects that change values, lifestyles, and social environments directed to positive changed in health status. The philosophy of ThaiHealth is that all Thais can attain better lives, in a self - reliant way, though increases in cooperation. ThaiHealth targets its activities at the social determinants of health. In local level, department of provincial administration and department of local administration held Thai Cup as well as operate exercise activity through health parks. Moreover, fitness clubs and wellness center were recently open in department store. Aerobic dance in parking lot were also favorable in urban community. These indicated that sport involvement had been increasing.

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However, Sriboon (2008) argued that participating behavior in sport activities for Thai people have very little been known and examined. Needs and satisfaction of sport participants are seemingly not important to people who are involving in managing and administering sport activities in Thailand. Goals and purpose of sport society have been emphasized on sport for competition in terms of improving the performance of athletes. On the other hand, the point to increase in sport involvement, which is the radical of sustainable development of sport, does no interest sport administrators to study and understand. Expectantly, satisfaction of sport spectators, the perceived quality of the games, and expectancy of participants, should have been studied to figure out which of the attraction could gain more sport involvement. Like other countries, sport involvement in active age of Thai people seems to be less in understanding. It is obvious that young people from lower classes are lesser degree involvement with sport activities, when compare to their young people from middle and higher social classes (Hasbrook. 1986). Most of them from the lower and middle economic statues are appearing in shopping malls and theaters during their free times. Some could be found in illegal motorcycle racing in the stress in the middle of the night. The numbers of youngsters who addict to computer games, drugs, alcohol, and problematic sexuality at the younger ages are rapidly increasing. For parental role modeling, its influence plays less important in youth participation, since the restriction of economy and increasing in coat of living force both father and mother to be breadwinner (Mulin, Hardy, & Sutton. 2002). Sport practices in age gender differences seem to be declining in determinants of involvement according to social change. Active sport involvement in Thailand is concerned with some extents of social stratification. In stratification patterns, Thai people are trend to have strong social classes, according that leisure sports and physical activities, such as golf, tennis, bowling, taekwondo, and swimming that are too expensive for lower class youngsters and are common among upper and middle class people. Contrary, the sport like boxing, sepak - takraw, and weight lifting are easy to access for middle and lower class people, because of low entrance fees or no charges. It is obvious revealed that sport clubs in Thailand are formed to serve high class level people in the society, due to the purpose of revenue making. The aforementioned is the reasons to explain and to predict why sport involvement in Thailand is lesser achieved as it is supposed to be.

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In conclusion, the extent of the influenced variables related to sport involvement and the behavior intentions to repeatedly consume the sport events in a way of involvement is varied. In the United States, the extent to which sports are associated with secondary and tertiary education is rare among nations. Millions of students participate in athletics programs operated by high schools and colleges. Student - athletes often receive scholarships to colleges in recognition of their athletic potential. Currently, the largest governing body of collegiate sports is the National Collegiate Athletic Association (NCAA). National Collegiate Athletic Association (NCAA) (NCAA, 10 May 2013) held various sport program such as; Final Four - NCAA Men’s Division I basketball final and SEC (Southeastern Conference) Champions (SEC, 20 May 2013) where fourteen university participated including: 1) Vanderbilt University 2) University of Missouri 3) University of Alabama 4) University of Georgia: UGA 5) University of Mississippi: Ole Miss 6) University of South Carolina 7) University of Kentucky 8) University of Florida 9) University of Arkansas 10) Auburn University 11) Mississippi State University 12) University of Tennessee 13) Louisiana State University: LSU and 14) Texas A&M University. High school and college sports fill the developmental role that in many other countries would be the place of youth teams associated with clubs. The major professional sports leagues operate drafts once a year, in which each league's teams selected eligible prospects. Eligibility differs from league to league. Baseball and ice hockey operate minor league systems for players who have finished education but are not ready or good enough for the major leagues. The NBA also has a development league for players who are not ready to play at the top level. Especially in basketball and football, high school and particularly college sports are followed with a fervor equaling or exceeding that felt for professional sports; college football games can draw six - digit crowds and, for upper - tier schools, sports are a significant source of revenue. University of Georgia (Department of Recreational Sports. 20 April 2013) also encourages sports involvement through various facilities. There are Ramsey Student Center: multi - complex sports clubs including indoor and outdoor filed i.e. basketball court, volleyball court, badminton court, squash court, swimming pool, diving pool,

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indoor 1/8 mile track, fitness center, and intramural fields. Coliseum Training Facility: provides athletes with an expansion of facilities for the men's and women's basketball and gymnastics teams. The history of each sport is commemorated with displays including trophies, archives, graphics and kiosks. G - game day: spring football scrimmage - Red vs. Black, broadcasted by CSS channel. STADION Classic: golf tournament has held by UGA and PGA Tour since 2009 at UGA golf course, sponsored by STADION. UGA sports (Football, Women’s Gymnastics, Baseball, Softball, Swimming & Driving, Women’s Equestrian, Men’s Golf, Women’s Golf, Women’s Tennis, Men’s Basketball, Women’s Basketball, Women’s Soccer, Women’s Volleyball, Cross Country). UGA Swimming and Driving SEC Champions: Men in 1951, 1952, 1955; Women in 1997, 1998, 1999, 2000, 2001, 2006, 2010, 2011, 2012, 2013. UGA Women Softball Team. UGA Community participation: direct and indirect involvement is high. Indirect involvement was found in community events such as International Street Festival, G - game day, TERRAPIN Twilight, STADION Classic. UGA Marketing: merchandise in UGA shops and super marketing; social media. 3. Elite Sports The Sports Authority of Thailand (SAT) emphasis in victory of country’s Sports. The government - controlled agency supervises, promotes, and controls sports in Thailand. SAT get its annual budget from the Office of the Prime Minister and it’s led by administrative board comprised of directors who are nominated by the Prime Minister’s cabinet. Among its responsibilities are sports promotion, organizational support, structureion of sports facilities, and the analysis of Thailand sports. SAT was originally established in 1985 and came under the auspices of the Ministry of Tourism and Sports in 2002. Sports Authority of Thailand (SAT) is a main principle office to develop the Excellency and professional athletes to be best in Asian. Missions of SAT are 1) Set up policy, direction, rule and regulation on sport 2) Promote/support/coordinate to develop sport for permanent excellence 3) Promote/support for appropriateness in environment and element in sport 4) Provide advice and support on facilities and service on sport (Sports Authority of Thailand. 2009). Furthermore, SAT cooperated with The Sports Association of Thailand to accomplish its goal and missions. There are 71 associations, 36 of which are

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supervised by the National Olympic Committee of Thailand, as follows (National Olympic Committee of Thailand. 2013a): 1. National Archery Association of Thailand 2. Amateur Athletic Association of Thailand 3. Thailand Amateur Boxing Association 4. The Badminton Association of Thailand 5. Basketball Association of Thailand 6. Thailand Amateur Volleyball Association 7. The Football Association of Thailand 8. Judo Association of Thailand 9. The Gymnastics Association of Thailand 10. Thailand Hockey Association 11. The National Shooting Sport Association 12. Skeet & Trap Association of Thailand 13. Thai Amateur Swimming Association 14. Thai Tennis Bowling Congress 15. The Lawn Tennis Association of Thailand 16. The Table Tennis Association of Thailand 17. Thai Amateur Cycling Association 18. Yacht Racing Association of Thailand 19. Thai Amateur Weightlifting Association 20. Thai Rugby Union 21. Thailand Amateur Wrestling Association 22. Amateur Fencing of Thailand Patron 23. The Takraw Association of Thailand 24. Amateur Softball Association of Thailand 25. Thailand Equestrian Federation 26. Triathlon Association of Thailand 27. Taekwondo Association of Thailand 28. The Amateur Baseball Association of Thailand 29. The Rowing & Canoeing Association of Thailand 30. Thailand Hockey Association 31. Handball Association of Thailand

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32. Figure and Speed Skating of Thailand 33. Thailand Golf Association 34. The Petanque Federation of Thailand Under The Royal Patronage of the Princess Mother 35. Contract Bridge League of Thailand 36. Royal Aeronautic Sports Association of Thailand 4. Professional Sports The most popular professional league in Thailand is soccer league titled Thailand Premier League, organized by Thai Premier League Company Limited since 1996 (2539 B.E.). The league consists of eighteen teams belong to private organization in each provinces (Thai Premier League. 17 April 2013). However, several professional leagues have been competing. There are Thailand volleyball league, Thailand futsal league, professional Muaythai, motor racing. Professional sports funds and Boxing commission supervised by Sports Authority of Thailand have a responsibility to handle those leagues. In the other hand, professional sports in the United States are no system of promotion and relegation in American professional sports. Major sports leagues operate as associations of franchises. The same 30–32 teams play in the league each year unless they move to another city or the league chooses to expand with new franchises (Wikipedia. 17 April 2013). All American sports leagues use the same type of schedule. After the regular season, the 10 - 16 teams with the best records enter a playoff tournament leading to a championship series or game. American sports, except for soccer, have no equivalent to the cup competitions that run concurrently with leagues in European sports. Even in the case of soccer, the cup competition, the Lamar Hunt U.S. Open Cup, draws considerably less attention than the regular season. Also, the only top - level U.S. professional teams that play teams from other organizations in meaningful games are those in MLS. As of the 2012 season, all U.S. - based MLS teams qualify for the U.S. Open Cup, in which they compete against teams from lower - level U.S. leagues. In addition, four of these teams qualify to play clubs from countries outside the U.S. and Canada in the CONCACAF Champions League. NBA teams have played European teams in preseason exhibitions on a semi - regular basis, and recent MLS All - Star

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Games have pitted top players from the league against major European soccer teams, such as members of the Premier League. International competition is not as important in American sports as it is in the sporting culture of most other countries, although Olympic ice - hockey and basketball tournaments do generate attention. The first international baseball tournament with top level players, the World Baseball Classic, also generated some positive reviews after its inaugural tournament in 2006. Importantly, NBA, NFL, MLB, NHL were most famous professional league in the United States. National Sport Rules and Responsibility Sports Authority of Thailand (SAT) plays a vital rule of overseeing sports in Thailand. It was established, instead Thailand sport promotion bureau, since October 17, 1985 (Sports Authority of Thailand. 2009). SAT has cooperated with 71 Sports Associations (64 associations were recognized by the NOCT) and 64 Provincial Sports Association to held National Games as well as Youth National Games every year. Furthermore, Ministry of Tourism and Sports and Ministry of Education was agreed to cooperate and integrate their efforts on campaign in promote tourism; especially ecotourism and conservative tourism, promote students to do part - time job, and open filed which under both Ministry to organize sport activities, recreation and exercising activities for children, youth and residents, to be long - term and permanent project. Result as solid factual need these four corporations: 1) Cooperate in opening field for education or education association; 2) Cooperate in creating and developing human resources for tourism, sport and recreational; 3) Cooperate to promote the education associations, appropriate location which can be developed as ecotourism and conservative tourism site and organize activities to develop children learning skill, and traveling skills for youth and residents; and 4) Cooperate in organizing sport, recreation, and exercising activities for deference level Ministry of Tourism and Sports is support national sport from ten action processing such as: 1) Support students, teachers and staffs’ work for above cooperation - activities as missions of both parties; 2) Support to organize activities like; junior guide in school which are trained by Ministry of Tourism and Sport to provide information about ecotourism for local residents and able to participate in activities; 3) Support to set up the training on tourism information and activities, public relations, and

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ecotourism for teachers and school staffs; 4) Support and participate in tourism activities in every school level and types of tourism; 5) Support public relations and data collecting in every school level, and kinds about the ecotourism and conservative tourism; 6) Support the corporation in working hour of tourism campaign for short program and long program for every types and level of schools; 7) Support human resource development for sport, recreation, exercising, along to others parts like education, and ministry office to have knowledge, being capable, understand and experience with sports, recreational and exercising activities by provide training in sport techniques, rules and regulations in sport games, recreation and exercising until those people can perform as sport leader and entertainer; 8) Support sports, recreation and exercising activities in school and education association office, so they can have knowledge, understanding and skills on sport; 9) Support those talented person (Sport elite) by Ministry of Tourism and Sport provide the privilege for those talented athletes to study in sport schools, physical education colleges by Ministry of Tourism and Sport; and 10) Support private sport center to organize sport activities in every school level by leading famous athletes attend the competition activities. Minister of Education is support national sport from eight actions: 1) Support the school and education association organize youth guide activities by opening the meeting, club, faculty and etc, through having the training and workshop; 2) Promote and support every school level and types to organize the tourism activities in their school , including those concerned association, to organize activities which develop knowledge, learning process, life skill and tourism society for children and youth and residents; 3) Promote the corporation in organize training and activities for tourism, public relation, environment conservation knowledge for teachers, educational staffs; 4) Promote and support the course for tourism, and tourism concerns both short and long program for every school level and types; 5) Support school and education association open the stadium / field for youth and resident for sport game, recreation and exercise, and provide students, teachers and staffs look after and service for equipments. And provide authority to those students, teachers and staffs by Council of Ministry resolution; 6) Support Human Resource Development Project for Sport, recreation, and exercise by continually coordinate with Ministry of Tourism and Sport, to develop knowledge of Ministry of Education staffs have skills in sport , creations and exercising and able to provide these knowledge and skills to those youth; 7) Organize the sport activities,

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creation and exercise in school and education institutes as permanent projects by input in class schedule and leisure time activities which concern association must organize activities and competition; and 8) Support talented athletes for study in school or university of Ministry of Tourism and Sport and University by Ministry Education to develop their elite sport. For international sports, National Olympic Committee of Thailand (NOCT) has seven duties as follows (National Olympic Committee of Thailand. 2013b): 1) Supporting and publicizing the Olympic Movement in Thailand, according to the International Olympic Charter; 2) Overseeing that all practices follow the International Olympic Charter; 3) Supporting and developing sports to achieve higher standards, including encouraging and supporting sports for the public; 4) Supporting and developing the skills of sports administrators by means of regular training in sports administration courses; 5) Selecting and sending the nation's top athletes to participate in the Olympic Games, Asian Games, SEA Games, or any other sports competitions under the sponsorship of the International Olympic Committee; 6) Coordinating, supporting, and encouraging sports in Thailand to develop in the right way, by close and continuous cooperation with the governmental and private sectors; and 7) Allowing freedom of ideas, and avoiding any influence due to political, religious, or economic pressure that prevents people from following the Olympic Charter. When compared with government regulation of American sports, which was no American government agency, it is charged with overseeing sports. However, the President's Council on Physical Fitness and Sports advises the President through the Secretary of Health and Human Services about physical activity, fitness, and sports, and recommends programs to promote regular physical activity for the health of all Americans. The U.S. Congress has chartered the United States Olympic Committee to govern American participation in the Olympic Movement and promote amateur sports. Congress has also involved itself in several aspects of sports, notably gender equity in college athletics, illegal drugs in pro sports, sports broadcasting and the application of antitrust law to sports leagues. Thailand in Management of Sport Management Sports administration in Thailand is based on bureaucratic system. Importance is placed on organization structure of the hierarchy. All related organizations are seen

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as a series of interrelation parts, each performing a narrowly defined set of activities to achieve a particular end product. Like a machine, the organization is expected to operate in a rigid, repetitive, and impersonal manner. (Slack & Parent. 2006 : 8 - 12). With long vertical hierarchy structure, top level administrators are difficult to individually supervise subordinates. Empowering is rarely to be found. Personal skills are limited for development. These decrease trustworthiness and cohesiveness within - and across organizations. Hence, sports administration in Thailand is lack of coordination. Starting at top level, the Cabinets were legislated sports law and issued national sports strategy plan (Government Gazette Decree Issue. 2007). There were four NSDPs, I – IV, for developing sports in Thailand plans since 1988 in conjunction with NESDP. Those plans had focused on four different strategies of sports development; fundamental, mass, elite, and professional sport strategy (Ministry of Tourism and Sports. 2007). Ministry of Tourism and Sports (MOTS), established in 2002, is responsible for supporting those strategies and develop traveling, sports, education - related to sport and recreation, and governmental services. Organizations to be under the MOTS are non - profit organization, supplemented by government grants, such as Sports Authority of Thailand (SAT); Department of Physical Education (DPE); and Institute of Physical Education (IPE). Decision making from top levels is centralization for provide sport programs to regional or lower level of each organization (Government Gazette Decree Issue. 2007). For example, although SAT set up regional department, all issues of sports throughout Thailand have to be approved by SAT governor. The structure of the hierarchy is, from lower to top level, section - division department - deputy governor - regional department - governor. It ensures that horizontal connection across those organizations had little found. Moreover, SAT, DEP, and IPE have their own responsible and mission. SAT is responsible for the provision of sports services to the community, especially elite sports. 67 National sports organizations were established to delivery of programs designed to foster participation and those required to identify and develop elite athletes. Moreover, SAT also had facilitated professional sports system through Thailand premier league, Thailand volleyball league, Thailand futsal league, professional Muaythai, motor racing, professional sports funds, and Boxing commission. While DPE has missions for increase quality of life in youth and adults by support and develop sport, recreation, exercise, and building cohesion in community. Most participants of DPE are students in

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primary school. For secondary school and college students, IPE have responsibility in sports - related provision. IPE has mission to provide physical education, health education, recreational education, sports science, health science, and related education through seventeen IPEs and provincial Sports schools. Furthermore, Office of the Higher Education Commission (OHEC), under Ministry of Education, also had supported sports activity for university students such as varsity games. While Thai Health Promotion Foundation, under Ministry of Health, was found to provide likewise sport program with a mission of inspiration and support for health system (Government Gazette Decree Issue, 2007). For Olympic movement, National Olympic Committee of Thailand (NOCT) will encourage and support amateur sports, physical education, and arts and culture by close cooperation and coordination with the Amateur Athletics Associations of Thailand, the SAT, and all sporting agencies of the governmental and private sectors, including organizations related to sports medicine, in order to lead the nation's sports toward excellence at every level (National Olympic Committee of Thailand. 2013b). It seems that each sports organization in Thailand had independently management system in implementing the four layer strategies of sports development. Thus, achieving in national sports strategy was struggle. In addition, the government has been tried to eliminate the struggle though a project namely “one private organization one sports association”. The objective of this project was to develop national sports with cooperation. Private organization will gain major benefit in VAT reduction. However, efficient private organization was twenty but Thai sports association was seventy one. The proportion of sports association per private organization was not been one to one (ASTV Manager Online. 24 January 2013). Recently on May 25, 2012, fourteen private organizations accept to deal with “one private organization one sports association” project. They were 1) Thai Airway International 2) Government House Bank 3) Government Saving Bank 4) Krung Thai Bank 5) TOT Public Company Limited 6) Metropolitan Waterworks Authority 7) Metropolitan Electricity Authority 8) Electricity Generating Authority of Thailand 9) Provincial Electricity Authority 10) Port Authority of Thailand 11) PTT Public Company Limited 12) Thai Tobacco Factory, Ministry of Finance 13) Bank for Agriculture and Agricultural Co - operatives and 14) Governmental Pharmaceutical Organization. They

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agreed to support twenty - five sports association for four years with 1,200 million baht (Siamsport. 24 May 2013b). As a result, Thailand sport’s progress into a more professional era of management is replete with contradiction and paradoxically indifferent setting among national sports associations. CIPP model, developed by Daniel Stufflebeam and colleagues in the 1960s (Slack & Parent. 2006), was employed as comprehensive framework for guiding formative and summative evaluations of 71 Thai sports associations that adopt National Sports Development Plan IV. Analysis of context, input, process, and product are break down as follows. Beginning of CIPP model was context analysis. To do this, the sports associations were break down into five aspects; organizational image; structure; goals; culture; and leadership. First, image of most Thai sports association has seen as machine or as a series of interrelated parts, each performing a narrowly defined set of activities to achieve a particular end product. Like a machine, the organization is expected to operate in a rigid, repetitive, and impersonal manner. For example, Muaythai association has aimed to achieve gold medal in the competition. Coaches always trained their players in same program since twenty years ago their achieved without implementing either neither new technique nor sports science. In the other hand, few sports associations seen as organism that organizations were seen to exhibit different systems (usually termed the input, throughput, and output systems) that interacted with each other and their environment. Effectiveness is seen as being dependent on the proper fit between structure and context. For example, volleyball association form was more suited to certain contextual conditions than to others. They have established academy for provide service and training to rural community as well as recruited players into professional league. Unfortunately, image of organization as a brain that draws attention to the information-processing capacity of organizations have not yet seen in Thailand. Second, majority structure of Thai sports association was line and staff. As organization grow in size and complexity, staff positions and departments evolve. Staff functions relate indirectly to the primary purpose of an organization. Prior to the creation of “staff”, line managers of line employees performed the now-called staff activities. Typical staff functions are personnel, public relation, control activities, and the technical assistance or “how-to” position. Except in unusual cases, staff personnel have no direct

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authority over “line” employees. The job of staff personnel is to support line managers by providing assistance, advice, counsel, coordination, specialized knowledge or technical skills. Staff positions are created by higher line managers to enlarge knowledge and skills in specialized areas. Bowling, basketball, cycling, swimming, and gymnastics show an example of a line and staff organization chart in Thai sports association. Third, in terms of goals, Thai sports association usually have several different types of goals; each type performs a particular function within the organization. For example, the volleyball association aimed to provide a high-quality volleyball program to both entertain and benefit the community as an official goal. The soccer association has long-term goal to participate in FIFA World Cup while track and field association has short-term goal to be a record-breaker in SEA Games. The tennis association set operational goal to sell over 30,000 tickets for PTT Thailand Open. Muaythai association has operative goal to increase involvement of Muaythai players. Fourth, organizational culture strongly revealed in Thai sports association was seniority system. Former Sports Authority of Thailand Governor, Ministry of Tourism and Sports Deputy Secretary, Five National coaches, Two University lecturers, and fifty-four official staffs in ten sports associations claim that successful in Thai sports career path is depends on supporting from supervisor in each organization. This might be results in lack of leadership skill in administrator. Administrator has authorized based on political policy and purposive selection of politician. Next for analysis of input, all Thai sports associations have supported from government funding and following An Act of Sports Authority of Thailand. Sport facilities throughout Thailand were not enough for support mass sport strategy. Official staffs have routine working without business skill. In addition, all Thai sports associations lack of “star strategies” to run their programs. Bureaucratic management was mostly preferable administration in Thai sports associations. Hence, ongoing professionalization of the Thai sports association has slowly eroded this thinking, and as a consequence, the practice of determining effectiveness or product becomes paramount as increasing amounts of public money are provided to Thai sports association.

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Need of Studying Organizational Effectiveness Definition and Meaning of Organizational Effectiveness Organizational effectiveness is the prime dependent variable in many organizational contexts (Cameron. 1986a ; Chelladurai & Haggerty. 1991), and its multidimensionality, according to Chelladurai and Haggerty (1991), is the cause of conceptual ambiguities and measurement difficulties. What constitutes effectiveness is in itself a paradox. There appears to be no universal agreement on precisely what organizational effectiveness means, as organizational effectiveness means different things to different people. Although there is no definitive meaning of organizational effectiveness, the majority of authors agree that organizational effectiveness requires measuring multiple criteria and the evaluation of different organizational functions using different characteristics, and it should also consider both means (processes) and ends (outcomes). This conceptual and measurement ambiguity is consistent with efforts to assess success in nonprofit organizations. As Sawhill and Williamson (2001) stated, “One of the key components of the business model continues to elude nonprofits: they have been unable to duplicate the crisp, straightforward way that businesses measure their performance” (p. 371). In other words, neat quantitative financial outcomes are not necessarily indicative of nonprofit success or a surrogate for having achieved the mission, or charter, of nonprofits. Kanter and Summers (1987) for example, noted that the charter of a nonprofit is often grounded in “societal values about which there may be little or no consensus” (p. 154). If this is the case, determining whose view of effectiveness is important becomes a significant issue and central to the use of constituents or stakeholders to measure effectiveness. This is consistent with the social structureionist view espoused by Herman and Renz (1999), which in effect supports the proposition that constituent groups collectively ascertain the importance of the societal values that create the common cause for why the entity exists. In other words, nonprofit effectiveness is a socially structured view by key constituent groups as to areas that the organization must be deemed effective to have satisfactorily responded to its mission. An overview of the main theories of measuring organizational effectiveness follows next, but is noteworthy for its early focus on one - dimensional measures slowly evolving to

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recognize the multidimensional nature of effectiveness. As already indicated, the evolution to a multidimensional framework to measure effectiveness is consistent with the collective need to ascertain and measure the key outcomes of nonprofits. As Hannan and Freeman (1977) point out, within the tradition that emphasizes the importance of organizational goals, an important distinction needs to be made between the concepts of organizational effectiveness and organizational efficiency. Effectiveness refers to the extent to which an organization achieves its goals. Efficiency, on the other hand, takes into account the amount of resources used to produce the desired output (Pennings & Goodman. 1977). It is often measured in economic terms, usually the ration of inputs to outputs. However, as Mintzberg (1973) notes, “because economic costs can usually be more easily measured than social costs, efficiency often produces an escalation in social costs.” Macintosh and Withson (1990) illustrate the occurrence of such a situation in sport when they suggest that Sport Canada’s push for international sporting success has been achieved at the expense of some of the other more socially oriented goals of sport such as gender equity and regional access. While efficiency is goal of all sport organizations, an efficient organization is not necessarily effective. For example, a sport organization may be efficient in the way that its product but, likes Puma athletic shoes in the mid - 1980s (Slack & Parent. 2006) if there is a reduction in the number of people buying the product, the organization will not be effective in meeting its goals. Likewise, and organization may be effective in that it achieves its goal(s) but it may not efficient. For example, a professional soccer team that wins a championship but also spends large sums of money to buy established players would fall into this category. Furthermore, attempts to define organizational effectiveness by equating it with organizational efficiency are common and incorrect (Ridley & Mendoza. 1993). From an economist’s perspective, a more efficient organization is a more healthy and effective organization. However, efficiency does not ensure effectiveness. Organizational efficiency is generally understood to be a ratio that reflects the comparison of some aspect of unit performance with the costs (e.g., time, money, and space) incurred for that performance. It is often used to measure aspects of a process other than just physical output, insofar as efficiency includes a reference to the amount of resources involved. A higher ratio of energic outputs to energic inputs suggests a higher level of efficiency. The more efficient the operation, the less energic return required to maintain

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ongoing activities. When sustained over time, the efficiency - generated surpluses result in organizational growth and survival power (Katz & Kahn. 1978). However, the efficiency ratio does not guarantee the results are of any useful size. Because of this limitation, efficiency measures are generally supplemented by other measures of organizational performance or success. Although efficiency is essential to the effective functioning of an organization, improvements in internal efficiency do not always suggest increased organizational effectiveness. For example, an organization may be highly efficient at producing vinyl (LP) records. Despite this efficiency, the refusal of the market to accept vinyl records (the organization’s output) makes the exchange with the environment impossible. The organization is unsuccessful in its ability to consummate one of the fundamental and necessary aspects of organization function - that of exchange. Therefore, the organization is ineffective in spite of its efficiency. The important of studying organizational effectiveness in Thailand is vital. Sport organizations are goal - seeking entities, structured to achieve a particular purpose (or purposes). The goals of a sport organization are extremely important for communicating it purpose and identity, both employees and external constituents. For some sport organizations, such as a professional hockey team or college basketball team, it is often assumed that effectiveness is simply measured by the number of games the team wins. If this were case, we may ask, why in 1988 did Edmonton Oliers’ owner Peter Pocklington trade away the NHL’s all - time leading goal scorer, Wayne Gretzky, at the height of his career? Did Mr.Pocklington want an effectiveness organization? The answer in obviously yes! But, for a businessman like Mr.Pocklington, effectiveness was not measured solely by the number of games the Oliers won but also by soccer superstar David Beckham was transferred from Manchester United to Real Madrid in 2003 for the sum of €40 million (approximately U.S. $74 million) for the same reason (Slack & Parent. 2006). For an organization such as the Commonwealth of Virginia’s state Department of Conservation and Recreation, effectiveness may be determined by its ability to provide opportunities for participation in outdoor sport and recreation and, at the same time, conserve natural and recreational resources - two goals that at times may prove conflicting. For the many voluntary organizations involved in sport delivery, as new executive members are elected, goals may change. Some amateur sport organizations may in fact have conflicting goals: Some members may see its purpose as increasing

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the numbers participating in the sport, while others may see its most important goal as producing medal - winning athletes. The primary goal of some women’s athletic programs at major universities may be secure a more equitable share of resources so they can achieve other program goals (Slack & Parent. 2006). Effectiveness is not a simple concept. Some organizational goals are not always readily apparent. Different constituents of sport organization, for example, the athletes coaches, owners, and spectators, may view effectiveness in different ways. Some sport organizations may have goals that conflict, and others may change their goals as their elected representatives’ change. In some organizations the achievement of financial goals may be necessary before other important goals can be attained. To manage this type of complexity, sport managers need a clear understanding of organizational goals and the relationship of these goals to measures of organizational effectiveness (Slack & Parent. 2006). Indication of Organizational Effectiveness Theorists have postulated four approaches to measuring organizational effectiveness. The first is the goal attainment approach (Price. 1968) and is characterized by an identification of goals to measure performance. There are weaknesses in the goal approach, as the right goals require identification, and they should be measurable and time bound. The goal attainment approach assumes that organizations are deliberate, rational, and goal - seeking entities. Early studies in the area of organizational effectiveness of sporting organizations used the goal approach and tended to focus on, or note, the potential importance of win - loss records as a measure of effectiveness (Frisby. 1986). Clearly, this approach may have some merit for elite - level sport, but at the mass participatory level and in the totality of organizational responsibilities it is less useful. The weakness in this approach is clearly manifest in the sporting environment. That is, the propensity to measure effectiveness in terms of gold medals and success at international competitions is too great to overlook. Much of sport’s history is cluttered with administrators’ myopic views of success. The second framework is the system resource approach (Yuchtman & Seashore. 1967). As is the case with systems theory in general, this view of effectiveness focused on an organization’s ability to attract resources to ensure viability. Attracting necessary resources and maintaining a harmonious relationship with the

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environment is central to the application of the systems model. In the case of national and state sporting organizations, the true nature of this interrelationship is “manufactured,” as public money is guaranteed to ensure organizational stability. Equally, sporting organizations have typically been single - minded in their search for sponsorship dollars, often at the expense of broader integrated marketing strategies. Once again, this approach highlights the ability to measure some inputs and outputs, but this is not necessarily a measure of effectiveness. Frisby (1986) extended the research in this area by integrating the goal approach and the systems resource approach. Using the goal model, the world ranking for each sporting organization’s Olympic team or teams, the percentile ranking of each Olympic team, and the most recent change in world ranking was used. System resource issues explored included an examination of the operating budgets and increase in funding from Sport Canada (federal government department responsible for sport in Canada). Frisby’s study produced weak positive correlations between variables of the goal and systems resources model. Specifically, the study showed that larger operating budgets tended to be associated with successful results in international competition. Chelladurai, Szyszlo, and Haggerty (1987) also investigated the effectiveness of Canadian NSOs employing the systems resource approach. The theoretical framework of this study was “derived by superimposing the distinct domains of elite and mass sport on the systemic input - throughput - output cycle to yield six dimensions of effectiveness - input - mass, input - elite, throughput mass, throughput - elite, output - mass, and output - elite” (p. 112). Although the empirical results did not completely support the theoretical conceptualization of NSO effectiveness, the study represented an important attempt to better understand the operations of Canadian NSOs. The third framework is the internal process approach (Steers. 1977) and recognizes a shift in thinking; thinking that suggests that the dynamic between employees is an important effectiveness criterion. Factors such as trust, integrated systems, and smooth functioning are viewed as more accurate measures of organizational effectiveness compared to, for example, the goal attainment approach. The emphasis on human resources leads to the fourth framework, known as the strategic constituencies approach. Emanating from the work of Connolly, Conlon, and Deutsch (1980), the identification of the key stakeholder’s view of effectiveness is considered paramount. Each constituent group may have a different interest in the way

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the organization performs. Equally, each constituent group provided support in some way as an employee, board member, sponsor, player, official, or volunteer. The actions of the constituent groups are critical to this approach, as is their perception of effectiveness. Koski (1995) was able to integrate the goal and systems models to measure the effectiveness of Finnish sporting clubs. In addition, Koski integrated two other approaches: the internal process approach and the strategic constituencies approach. Koski found an overall positive relationship between the goal and systems resource approaches. Categorizing members as resources, Koski found that the number of members an organization had affected nearly every other area. Chelladurai and Haggerty (1991) also used the strategic constituencies approach to study effectiveness of sporting organizations. In this study, the authors attempted to develop a tool for measuring the effectiveness of Canadian national sport organizations. Constituents forming the basis of this study included Sport Canada, voluntary administrators, and professional administrators. Effectiveness variables used included elite and participation rankings by Sport Canada and measures of job satisfaction and perceived effectiveness as rated by the constituent groups. A notable finding from the study was the difference in effectiveness perceptions between volunteer and professional staff. The volunteers, in effect, viewed their organization to be more effective than did the professional staff. Morrow and Chelladurai (1992) also used the multiple constituents approach to examine effectiveness dimensions in Synchro Canada. Significantly, this study was directed at examining effectiveness at the individual organizational level, unlike many other studies where aggregated data have been the basis for determining effectiveness dimensions for a relatively homogeneous group of organizations. The dimensions used in this study were a composite of process and structural characteristics commonly found within the organizational theory literature. For example, process variables included activities to ensure resources, work - flow activities, and control activities, to name a few. Structural variables revolved around the traditional elements of formalization, centralization, and complexity. Morrow and Chelladurai were able to confirm the subscale structure of their questionnaire; however, the significance here is the ongoing search for a reliable and valid set of criteria with the capacity to be applied to organizations of a similar type and function. This only serves to highlight the difficulty in operationalizing and measuring effectiveness.

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More recently, Papadimitriou and Taylor (2000) reported the identification of a five - factor structure of organizational effectiveness representing the perspectives of constituent groups from within Hellenic NSOs. These results followed an extensive process of constituent identification, scale development based on semi - structured interviews, and a panel of expert reviewers to ascertain the content validity of the initial scale. A40 - item scale was subsequently used to ascertain the common dimensions of effectiveness to constituent groups associated with Hellenic NSOs. Although eleven constituent groups were identified, six were classified as major and formed the basis for identifying the respondents used in this study. “Exploratory factor analysis was used to delineate the underlying dimensional structure of the 40 - item inventory of effectiveness” (p. 32). The five resulting dimensions included (a) caliber of the board and external liaisons, (b) interest in athletes, (c) internal procedures, (d) long - term planning, and (e) sports science support. Papadimitriou and Taylor noted that: “The findings from the factor analysis substantiate the general premise that organizational effectiveness is a multi - dimensional structure. However, the five effectiveness factors extracted in the context of Hellenic NSOs are only partially consistent with previous measures suggested by Chelladurai (1987), Chelladurai and Haggerty (1991), Morrow and Chelladurai (1992) and Vail (1985) in reference to Canadian NSOs. For example, previous studies have described process characteristics (e.g., work flow, personnel relations, resources, programming, planning, etc.) of NSOs as contributing to effectiveness. This was also found in the present study. However, the investigation of the Hellenic NSOs reveals two additional factors that have not been noted in the Canadian work. These reflect the critical role of the voluntary boards and the satisfaction of national teams athletes’ expectations and requirements while participating in the preparation of national teams. (p. 37 - 38)”

Although Chelladurai and Haggerty (1991), Koski (1995), and Papadimitriou and Taylor (2000) all employed the strategic constituencies approach, limited research reporting the use of the CVA in studying the effectiveness of sporting organizations was identified in the literature. The outcome of the Papadimitriou and Taylor study is, in effect, a statement about effectiveness criteria relevant to NSOs, rather than an individual analysis of effectiveness of each NSO. The strategic constituencies approach has been the precursor to the CVA and it is therefore logical to extend the measurement of effectiveness incorporating

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constituent groups within the three dimensions composing the CVA. In addition, and as noted earlier in this article, contradiction and paradox beset sporting organizations in Australia, as the forces for change have been obvious during the 1980s and 1990s. On one hand, increased government funding was demanding more accountability and professionalization in terms of management practice, and on the other hand, many national sporting organizations remained grounded in the traditional amateur values that had underpinned Australian sport for most of its history. With paradox and contradiction in NOSOs evident, together with the conceptual and measurement ambiguity associated with nonprofits, using the CVA to measure effectiveness in individual sporting organizations is further reinforced. Furthermore, organizational effectiveness from stakeholders’ point of view, focus on independent variable or end in the CVA, was explored. An example from stakeholders at the third annual Business of Sports Summit (Hyatt Regency Hotel, Atlanta, GA, USA on March 29th, 2013) was selected because this event held with record attendance by Atlanta Business Chronicle and Atlanta Sports Council. There are generous players, coaches, referees, sport management students and faculty, sports business professionals, sponsors, and wonderful line up speakers and panelists such as NCAA president. Two convenient interviewed were coded by researcher’s Smart Phone with same key word question - have you agree that sports organizations, especially NFL accomplished organizational effectiveness? First session was conducted while morning coffee before the events started at the conference room which took approximately fifteen minutes. First interviewee was a business development officer in Atlanta. He also has been studied M.BA. in sport management and policy program at University of Georgia. His background is UGA master student in sports business. He agreed that NFL and relevant sports organizations accomplished organizational effectiveness. He emphasized that media is a powerful instrument for improves sports industry for effectiveness (L. Mason, personal communication, March 29th, 2013). Second session was conducted during morning coffee break on the student’s table which took approximately twenty minutes. Second interviewee was a football coach of Georgia State University. He is a former football player. He also agreed that relevant NFL organizations accomplished organizational effectiveness. His rational was three folds 1) Business is importance for sports career part. NFL simultaneously

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stimulated sports business and sports career. 2) Popularity and famous of football, especially Geogia State University, in the US attracted involvement number of people. Finally, 3) Media is one factor for achieving organizational effectiveness (J. Minaird, personal communication, March 29th, 2013). Approaches to Studying Organizational Effectiveness Organizational effectiveness (OE) research was quite common from the 1960s through to the mid - 1980s (exemplars of such work include Cameron. 1981, 1986b ; Cameron & Whetton. 1983 ; Connolly, Conlon & Deutsch. 1980 ; Etzioni, 1960 ; Gaertner & Ramnarayan. 1983 ; Nord. 1983 ; Quinn & Rohrbaugh. 1983 ; Yuchtman & Seashore. 1967 ; Zammuto. 1984). However, besides a few exceptions (e.g., Trieschmann, Dennis, Northcraft & Niemi. 2000), there has been relatively little activity in this stream of research since a number of important reviews appeared in the mid 1980s (e.g., Cameron. 1986a ; Cameron & Whetton , 1983). Similarly, the study of the effectiveness of sport organizations reached to its peak during the 1980s and early 1990s (e.g., Chelladurai. 1987 ; Chelladurai & Danylchuk. 1984; Chelladurai & Haggerty. 1991 ; Chelladurai, Haggerty, Campbell & Wall. 1981 ; Chelladurai, Szyszlo & Haggerty. 1987 ; Morrow & Chelladurai. 1992), but then declined. Recently, however, there has been renewed interest in the effectiveness of sport Organizations (e.g., Papadimitriou & Taylor. 2000 ; Trail & Chelladurai. 2000 ; Wolfe & Putler. 2002 ; Shillbry & Moore. 2006). OE is perhaps the most critical dependent variable in all organizational analyses and almost all organizational theories include the notion of effectiveness (Cameron & Whetten. 1983 ; Goodman & Pennings. 1977). Despite this significance, the structure has eluded a clear definition and/or description. Instead it has emerged as one of the most complex and controversial issues in management (Chelladurai. 1987). OE is a broad concept. It implicitly refers to a range of variables at different organizational levels. According to Cameron and Whetten (1983) the theoretical: “...Understanding organizational effectiveness requires an understanding of multiple models. Because none of the models are universally applicable, understanding the relative contributions of several different models, and how these models relate to one another, is the only way to appreciate the meaning of this structure.”

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The concept of effectiveness is of great importance to an understanding of Organizational behavior (Chelladurai & Haggerty. 1991). However, organizational Effectiveness is a term that is complicated, controversial, and difficult to conceptualize (Chelladurai. 1987). There appears to be no universal agreement on precisely what organizational effectiveness means, as organizational effectiveness means different things to different people. Although there is no definitive meaning of organizational effectiveness, the majority of authors agree that organizational effectiveness requires measuring multiple criteria and the evaluation of different organizational functions using different characteristics, and it should also consider both means (processes) and ends (outcomes). Various models and theoretical approaches have been developed to assess it. Herman & Renz (1997) stated that there are as many effectiveness models as there are models of organizations. Different models with their relating criteria reflect different values and preferences of schools of thought concerning effectiveness (Walton & Dawson, 2001). The best known models are the goal models (Etzioni. 1960 and Scott. 1977), the system resource model (Yuchtman & Seashore, 1967), the internal process approach (Pfeffer. 1977 ; Steers. 1975), the multiple constituency models (Connolly, Conlon, & Deutsch. 1980 ; Tsui. 1990 ; Zammuto. 1984) and the CVA (Quinn & Rohrbaugh. 1981, 1983) see table below. Table 2.1 Approaches to Study Organizational Effectiveness (Adapted from Chelladurai & Haggerty. 1991) Effectiveness Criteria Effectiveness Defined Model The extent to which Productivity, efficiency Rational Goal Model goals are accomplished Human Natural Morale, cohesion Employee satisfaction Relations Systems Internal Systems Smooth internal Stability, control functioning Process Model System Open Acquisition of resources Resources acquisition, from environments Resources Systems flexibility

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Table 2.1 (continue) Effectiveness Criteria Constituencies Satisfaction Change in above criteria over time and space

Effectiveness Defined Satisfaction of all Constituencies, strategic Integration of above definitions’ effectiveness

Model Multiple Constituency Model Competing Values Model

If this is the case, determining whose view of effectiveness is important becomes a significant issue and central to the use of constituents or stakeholders to measure effectiveness. An overview of the main theories of measuring organizational effectiveness follows next, but is noteworthy for its early focus on one - dimensional measures slowly evolving to recognize the multidimensional nature of effectiveness. As already indicated, the evolution to a multidimensional framework to measure effectiveness is consistent with the collective need to ascertain and measure the key outcomes of organizations. Researchers have examined effectiveness in a variety of sport organizations including intercollegiate athletic programs in Canada (Chelladurai & Danylchuk. 1984) and the United States (Trail & Chelladurai. 2000), national sport organizations (NSOs) in Canada (Chelladurai, Szyszlo, & Haggerty. 1987 ; Frisby. 1986) Australia (Shillbry & Moore. 2006) and Greece (Papadimitriou & Taylor. 2000 ; Karteroliotis & Papadimitriou. 2004), and Finnish sport clubs (Koski. 1995), campus recreation departments (Weese. 1997). A number of authors have attempted to decrease the complexity inherent in the effectiveness theory by narrowing the perspective from which effectiveness is viewed and/or measured (e.g., Cameron. 1978 ; Campbell. 1977 ; Connolly, ConIon, & Deutsch. 1980 ; Price & Chahal. 2006 ; Steers. 1977 ; Yuchtman & Seashore. 1967 ; Quinn & Rohrbaugh. 1981, 1983 ; Chelladurai. 1987). These various approaches to effectiveness can be subsumed under five different approaches. In other word, theorists have postulated five approaches to measuring organizational effectiveness - the goals model, the system resources model, the process model, the multiple - constituency

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model and competing values approach (Chelladurai. 1987 and Shillbry & Moore. 2006). 1. Goal Attainment Approach The earliest is the goal attainment approach (Price & Chahal. 2006) and is characterized by an identification of goals to measure performance. The goals model defines effectiveness as the degree to which an organization has achieved its goals (Scott. 1977). The goal approach is the most widely used, according to Weese (1997). It assesses the effectiveness of an organization in terms of its success in realizing its goals. Regarded as the “most logical approach” to study organizational Effectiveness (Chelladurai & Haggerty. 1991) the goal approach nevertheless has its weaknesses. Most obvious is the reality that an organization may have numerous goals that may conflict with one another (Weese. 1997). In addition, an organization’s goals may shift over time, especially its short - term operative goals. Goal shifts may result from an organization’s interactions with its environment, from internal changes, or from outside pressures. When an organization’s goals are “unclear, unstable, and conflicting with each other” (Chelladurai & Haggerty. 1991), it becomes very difficult to measure organizational effectiveness using the goal approach. In other word, one of the earliest approaches used to assess organizational effectiveness, specifically in sport organizations, was the goals approach (Slack & Parent. 2006). This approach focuses on the goals or output of an organization and on evaluating how well the organization meets those goals. Thus, a national sport team's final standing in the world championship would indicate the effectiveness of the national sport organization (NSO) (Chelladurai. 1987). Early studies in the area of organizational effectiveness of sporting organizations used the goal approach and tended to focus on, or note, the potential importance of win - loss records as a measure of effectiveness (Frisby. 1986). Trail and Chelladurai (2000) investigated the importance that faculty and students attach to the goals and processes of intercollegiate athletics. The results demonstrated differences in the relative importance faculty, students, males, and females attached to these goals and processes. Clearly, this approach may have some merit for elite - level sport, but at the mass participatory level and in the totality of organizational responsibilities it is less useful. The weakness in this approach is clearly manifest in the sporting environment.

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That is, the propensity to measure effectiveness in terms of gold medals and success at international competitions is too great to overlook. Much of sport’s history is cluttered with administrators’ myopic views of success (Shillbry & Moore. 2006). It was argued that six sports associations in Thailand could be plotted in goal attainment approach. They are 1) The Takraw Association of Thailand (TAT); 2) Thailand Volleyball Association (TVA); 3) Amateur Boxing Association of Thailand Under The Royal Patronage of His Majesty The King (ABAT); 4) Taekwondo Association of Thailand (T.A.T.); 5) Thai Amateur Weightlifting Association (TAWA); and 6) The Badminton Association of Thailand Under The Royal Patronage of His Majesty The King (BAT). 2. System Resource Approach The second framework is the system resource approach (Yuchtman & Seashore. 1967). Yuchtman and Seashore (1967), who proposed the system resources model, defined effectiveness as "the ability of the organization, in either absolute or relative terms, to exploit its environment in the acquisition of scarce and valued resources”. As is the case with systems theory in general, this view of effectiveness focused on an organization’s ability to attract resources to ensure viability. Attracting necessary resources and maintaining a harmonious relationship with the environment is central to the application of the systems model. Thus, an NSO would be considered effective based on its ability to obtain significant funds through corporate and private donations to carry out its programs. A school of physical education would be considered effective if it can attract a large number of students to enroll and/or recruit highly qualified faculty members. It is assumed that since resources are required to achieve the organization's goals, the greater the resources, are the greater the organizational effectiveness would be (Chelladurai. 1987). In the case of national and state sporting organizations, the true nature of this interrelationship is “manufactured”, as public money is guaranteed to ensure organizational stability. Equally, sporting organizations have usually been single minded in their search for sponsorship dollars, often at the expense of broader integrated marketing strategies. Once again, this approach highlights the ability to measure some inputs and outputs, but this is not necessarily a measure of effectiveness. Frisby (1986) extended the research in this area by integrating the goal

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approach and the systems resource approach. Using the goal model, the world ranking for each sporting organization’s Olympic team or teams, the percentile ranking of each Olympic team, and the most recent change in world ranking was used. System resource issues explored included an examination of the operating budgets and increase in funding from Sport Canada (federal government department responsible for sport in Canada). Frisby’s study produced weak positive correlations between variables of the goal and systems resources model. Specifically, the study showed that larger operating budgets tended to be associated with successful results in international competition. Chelladurai, Szyszlo, and Haggerty (1987) also investigated the effectiveness of Canadian NSOs employing the systems resource approach. The theoretical framework of this study was “derived by superimposing the distinct domains of elite and mass sport on the systemic input - throughput - output cycle to yield six dimensions of effectiveness - input - mass, input - elite, throughput mass, throughput - elite, output - mass, and output - elite. Although the empirical results did not completely support the theoretical conceptualization of NSO effectiveness, the study represented an important attempt to better understand the operations of Canadian NSOs. Hence, twenty-four sports associations in Thailand could be represented system resources approach. They are 1) Amateur Fencing Association of Thailand Patron : His Royal Highness The Crown Prince (A.F.A.T); 2) Thai Amateur Wrestling Association (T.A.W.A.); 3) The Rowing & Canoeing Association of Thailand (R.C.A.T.); 4) Amateur Muaythai Association of Thailand (AMTAT); 5) Billiard Sports Association of Thailand (BSAT); 6) Contract Bridge League of Thailand (CBLT); 7) Cricket Association of Thailand (CAT); 8) Figure & Speed Skating Association of Thailand; 9) Go Association of Thailand; 10) Ice Hockey Association of Thailand (IHAT); 11) Jujitsu Federation of Thailand; 12) Motorcycle Sports Association of Thailand (MSAT); 13) Royal Aeronautic Sports Association of Thailand (RASAT); 14) Soft Tennis Association of Thailand (STAT); 15) Thailand Chess Association; 16) Thailand Hockey Association (T.H.A.); 17) Thailand Ice Skating Association; 18) Thailand Karate Federation (TKF); 19) Thailand Polo Association (TPA); 20) Thailand Squash Rackets Association (TSRA); 21) The Football Association of Thailand Under The Patronage of His Majesty The King (F.A.T.); 22) The Sports Climbing Association of Thailand; 23) Triathlon Association of Thailand (TAT); and 24) Tug of War Thailand Association (TWTA).

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3. Internal Process Approach The third framework is the internal process approach (Steers. 1977), According to this model, organizations that can offer a harmonious and efficient internal environment are viewed as effective operations. However, the shortcomings of this model lie not only in the one - sided view of effectiveness (as important aspects such as resources, outputs, and satisfaction of clienteles or participants are ignored), but also in identifying the valued internal processes and in developing methods to assess them. Factors such as trust, integrated systems, and smooth functioning are viewed as more precise measures of organizational effectiveness compared to, for example, the goal attainment approach. The process model emphasizes the internal logic and consistency among the throughput processes of the organization since they convert an organization's inputs into desired outputs (Pfeffer. 1977 & Steers. 1977). The basic hypothesis of this approach is that there is a clear linkage between the internal processes (such as decision making and staffing) and desired outputs. Notwithstanding the above concerns, another problem that is common to the goal attainment, systems resource, and internal process model of effectiveness is their failure to consider the political nature of organizations. Non - profit organizations, such as Hellenic and Iran national sporting organizations (NSOs), are political entities, whereby multiple constituencies (volunteers, coaches, paid administrative staff, state representatives, etc.) function together to realize organizational goals and seek satisfaction for their needs or expectations. In these terms the multiple constituency models can provide a more representative picture of the effectiveness of such organizations. This is because in reality strategic constituent groups determine the way organizations are functioning and what is to be perceived as effective or ineffective (Connolly, Conlon, & Deutsch. 1980). Chelladurai (1987) presented the input - throughput - output cycle which was based on an open system view of organizations. This framework integrated several models of effectiveness: the goal, system resources and process model which their focus was respectively on the output, input and throughput sectors of an organization. Connolly et al. (1980) argued that the previous models, the goal approach and the different systems approaches, are inadequate because they only use a single set of evaluative criteria. The multiple constituency models conceive effectiveness not as a

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single statement but it recognizes that organizations have multiple constituents or stakeholders who evaluate effectiveness in different ways. Thus, twelve sports associations in Thailand seem to be represented internal process approach. They are 1) The Lawn Tennis Association of Thailand Under His Majestys Patronage (LTAT); 2) Lawn Bowls Association of Thailand (L.B.A.); 3) Judo Association of Thailand Under The Patronage of His Majesty The King (JAT); 4) Thailand Swimming Association (T.A.S.A.); 5) The Table Tennis Association of Thailand (T.T.A.T.); 6) The National Shooting Sport Association of Thailand Under The Royal Patronage (N.S.S.A.T.); 7) The Netball Association of Thailand (N.A.T); 8) Thailand Equestrian Federation (TEF); 9) National Archery Association of Thailand (N.A.A.T.); 10) Thai Rugby Union Under The Royal Patronage of His Majesty The King (TRU.); 11) Windsurfing Association of Thailand (WATH); and 12) Wushu Federation of Thailand (WFT). 4. Strategic Constituencies Approach The emphasis on human resources leads to the fourth framework, recognized as the strategic constituencies approach, Emanating from the work of Connolly, Conlon, and Deutsch (1980), the identification of the key stakeholder’s view of effectiveness is considered paramount. In other words, the multiple - constituency model, according to Connolly et al., is based on, “A view of organizational effectiveness in which several (potentially, many) different effectiveness statements can be made about the focal organization, reflecting the criterion sets of different individuals and groups we shall refer to as constituencies (Connolly et al. 1980).”

A few researchers stress on attention to political view of effectiveness and recommend the multiple - constituency approach as a viable alternative for investigating effectiveness in both a profit and a non - profit organizational context (Connolly et al. 1980 ; Zammuto. 1984 ; Kanter & Summers. 1987 ; Mendelow. 1983). Since these constituent groups (both internal and external) would have different perspectives on what the organization should be doing, they are also likely to organizational effectiveness are evaluate the organization's effectiveness differently. Obviously, the question arises so to which of these perspectives should take priority in the determination of organizational effectiveness. Using this model, the administrators of

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a faculty may consider the unit effective but the students may rate the faculty as very ineffective. Both assessments are legitimate (Chelladurai. 1987). Each constituent group may have a different notice in the way the organization performs. Equally, each constituent group provided support in some way as an employee, board member, sponsor, player, official, or volunteer. An exploratory study by Cameron (1978), who interviewed representatives of internal coalitions of universities (i.e. academic, financial, general and student affairs administrators, and deans and heads of academic departments), though cluster items into effectiveness dimensions on an intuitive basis, concluded to the identification of nine composite variables relevant to the effectiveness of educational institutions. These were entitled: student educational satisfaction; student academic development; student career development; student personal development; faculty and administrator employment satisfaction; professional development and quality of the faculty; systems openness and community interaction; ability to acquire resources and organizational health. The researcher such as Chelladurai and Haggerty (1991); Morrow and Chelladurai (1992); Vail (1985) and Karteroliotis and Papadimitriou (2004) although acknowledging the theoretical value of the multiple constituency approach, investigates the structure by either examining a small number of constituent groups or imposing effectiveness variables on NSOs. Specifically, Vail (1985) attempts to study the importance placed by different interest parties on six pre - determined variables indicating organizational effectiveness within the administrative field of a representative sample of NSOs (i.e. adaptability, communication, finance, growth, human resources and organizational planning). The researcher concludes that sport administrators, governmental agencies, coaches and sponsors ranked as equally important indicators of effectiveness the six selected variables (Vail. 1985). Papadimitriou and Taylor (2000) study applies the multiple constituency model of organizational effectiveness to a sample of Hellenic national sports organizations (NSOs). They reported the identification of a five - factor structure of organizational effectiveness representing the perspectives of constituent groups from within Hellenic NSOs. The five resulting dimensions included (a) caliber of the board and external liaisons, (b) interest in athletes, (c) internal procedures, (d) long - term planning, and (e) sports science support. The multivariate and univariate tests of variance revealed that

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athletes, coaches and scientific staff are the least satisfied groups, while international officials and board members produce the most favorable ratings of effectiveness. However, the five effectiveness factors extracted in the context of Hellenic NSOs are only partially consistent with previous measures suggested by Chelladurai et al. (1987), Chelladurai and Haggerty (1991), Morrow and Chelladurai (1992) and Vail (1985) in reference to Canadian NSOs. Although Chelladurai and Haggerty (1991), Koski (1995), and Papadimitriou and Taylor (2000) all employed the strategic constituencies approach, limited research reporting the use of the Competing Value Approach in studying the effectiveness of sporting organizations and sports clubs was identified in the literature (Shilbury & Moore. 2006 and Bridges & Roquemore. 2004). It was argue that eleven sports associations in Thailand probably represented strategic constituencies approach. They are 1) Athletic Association of Thailand Patron : His Majesty The King (A.A.T.); 2) Basketball Association of Thailand Under The Royal Patronage of His Majesty The King (BAT); 3) Thai Cycling Association Under The Royal Patronage of His Majesty The King (T.C.A.); 4) Skeet & Trap Association of Thailand (STAT); 5) Thailand Golf Association under Royal Patronage of His Majesty the King (TGA); 6) The Gymnastic Association of Thailand (G.A.T.); 7) Handball Association of Thailand (HAT); 8) The Amateur Baseball Association of Thailand (ABAT); 9) Amateur Softball Association of Thailand (ASAT.); 10) Thailand Dancesports Association (TDSA); and 11) Thailand Bodybuilding & Physique Sport Association (TBPA). The Competing Value Approach The Competing Value Approach (CVA) originally was designed to measure organizational effectiveness in profit organizations. The CVA and its effectiveness criteria emerged from the judgments of organizational theorists and researchers about organizational effectiveness in profit organizations (Bridges & Roquemore. 2004). The strategic constituencies approach has been the precursor to the CVA and it is therefore logical to the extent the measurement of effectiveness incorporating constituent groups within the three dimensions composing the CVA. The most rigorous and influential multidimensional approach build the five framework of organizational effectiveness, the CVA of Quinn and Rohrbaugh (1981, 1983). The CVA was an attempt to identify the shared criteria that academics use to evaluate organizational effectiveness. In the first stage of their study, the purpose was

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to reduce Campbell’s (1977) list of 30 effectiveness indices in order to remain singular non - overlapping structures with the same level of analysis and pertaining to performance. Academic experts were asked to judge the effectiveness criteria on four decision rules. In the second stage, the panel members were asked to evaluate every possible pairing between the remaining seventeen criteria. Multidimensional scaling was then used to identify the basic value dimensions that academics use to conceptualize organizational effectiveness. The results suggested that individuals evaluate organizational effectiveness based on three super ordinate value continua. The first dimension is organizational focus: an internal (micro focus on the development of people in the organization) versus an external focus (macro focus on the development of the organization itself). The second dimension is related to organizational structure: a concern for flexibility versus a concern for control. The third dimension is related to organizational outcomes: a concern for means (important processes) versus a concern for ends (final outcomes). Each dimension represents values that influence criteria used in assessing effectiveness. Each criterion in the structure of organizational effectiveness reflects various combinations of these values. The combination of the first two value continua (or ‘axes’), the organizational focus and the organizational structure produces four cells (Figure 2.2). The human relations model has an internal focus and flexible structure. The open system model has an external focus and an emphasis on flexibility. The rational goal model places an emphasis on control and has an external focus. The internal process model has an internal focus and places an emphasis on control and stability. The combination with the third axe, means and ends, reveals that eight cells represent four basic models of organizational effectiveness.

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Figure 2.2 Competing Values Approach Model of Organizational Effectiveness (Quinn & Rohrbaugh. 1981, 1983) The reason for pursuing the CVA is best described by Cameron’s (1986a) observation that “because effectiveness is inherently tied to paradox, the structure of effectiveness can be understood in only a limited way without considering the simultaneous contradictions” (p. 549). Described by Cameron as the effectiveness paradox, these competing values serve to form the base upon which studies of organizational effectiveness have been undertaken using the CVA. The extent to which sport exhibits these contradictions has already been referred to in this article but typically includes tensions between professional staff and volunteers, support for elite athletes versus promoting mass participatory programs, the need for both government support and private funding, and the contradictions between nonprofit and commercial cultures.

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The CVA to organizational effectiveness has also been adopted because of its capacity to encompass both the means undertaken and the ends achieved by an organization (Chelladurai. 1987). It also allows for views held by constituents and the need for these to be satisfied, a particularly important characteristic given sport’s capacity to bring together people from diverse communities and its potential social impact on these communities. For example, such diversity can be found among players, coaches, officials, board members, staff, and state affiliates. Social impact occurs through the opportunities to participate and to meet others in the community, at the same time providing an outlet for physical competition. The CVA acknowledges that effectiveness can be a subjective evaluation and that constituents viewing an organization as effective are vital to its operation.

Measurement of Organizational Effectiveness Indication of a Sound Measure Deeply embedded in the organizational literature is the structure of effectiveness. Improved effectiveness, for example, is claimed as the desired end in the applied fields of organization development (French, Bell, & Zawacki. 1978) and organization design (Kilmann, Pondy, & Slevin. 1976). At the theoretical level, Chelladurai (1987) have argued that effectiveness is the central theme in all of organizational analysis and that it is difficult to conceive of theory of organization that does not include the effectiveness structure. While effectiveness is clearly a structure of central importance, it is not without problems. One of the major problems pertains to the elusiveness of a definition. In a major review of the effectiveness literature, Campbell (1977) was able to identify 30 different criteria of effectiveness. The imprecise definitions and conceptual overlap between the 30 criteria led Campbell to conclude: “…different people adhere to different models, and there is no correct way to choose among them. Thus, when a list is put together from different conceptual point of view, the composite list will almost inevitably look messy (Campbell. 1977 : 40).”

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Observations such as this one are part of an increasing disillusionment with the effectiveness structure. Steers (1975) has questioned the value of the structure, and Hannan and Freeman (1977) have severely criticized it. More recently, Bluedorn (1980) has argued that the structure should be entirely eliminated. While some disagree with the call for a moratorium on studies of organizational effectiveness (Seashore, 1979 and Cameron, 1981), nearly all would agree that the effectiveness literature is in disarray. While there are many reasons for the confusion (Cameron. 1978), there is one that is of particular importance to this study: the fact that effectiveness is not a concept but a structure. A concept is an abstraction from observed events, the characteristics of which are either directly observable or easily measured. Some concepts, however, cannot be so easily related to the phenomena they are intended to represent. They are inferences, at a higher level of abstraction from concrete event, and their meaning cannot easily be conveyed by pointing to specific occurrences. Such higher - level abstractions are sometime identified as structures, since they are structured from concepts at a lower level of abstraction. The problem is the no one seems to be sure which concepts (such as productivity or capital growth) are to be included in the structure of effectiveness, or how they are to be related (Cameron. 1978 & Steers. 1975). The highly abstract nature of the structure and the lack of agreement as to its structure accounts for a major portion of the confusion in the effectiveness literature. Given divergent perspectives and emphases in the organizational literature, what is necessary in order to clarify the structure of organizational effectiveness? Steer (1975) suggested that the first step should be to identify all of the variables in the domain of effectiveness and then to determine how the variables are similarly related. Campbell (1977) proposed a similar approach. As mentioned above, he identified a comprehensive list of 30 criteria; he pointed out that the list of variables was long and varied in generality, methods of operationlization, and closeness to the final payoff; and he stressed the need to “weed out the overlap and get down to core variables” (Campbell. 1977 : 39). Scott (1977), Seashore (1979), and Cameron (1980) have all attempted to bring some integration to literature. Scott (1977 : 73 - 74), for example, has suggested that the numerous criteria of effectiveness can be reduced to three basic models: the rational system model, natural system model, and open system. According to Scott, the

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emphasis of the rational system model, due to its mechanistic, instrumental bias, is on the number of unit produced in given time (productivity) and the number of units produced for given number of input unit (efficiency). The natural system approach considers not only the production function, but also the activities required for the unit to maintain itself. From this organic view, attention is focused on such properties as moral and cohesion. The open system model includes system - elaborating as well as system - maintaining functions. The activities emphasized by this model are adaptability and resource acquisition. Seashore (1979) has also suggested a three - model integration of the effectiveness literature. His goal model is very similar to Scott’s rational model, but he has used the natural system model to cover both the natural and open system approaches described by Scott. His third model, the decision process model, is unlikely any of the models proposed by Scott. In the decision model, the effective organization is the one which “optimized the process for getting, storing, retrieving, allocating, manipulating, and discarding information.” Cameron (1980) has proposed a four - model integration of the literature. These four models are the goals, system resource, internal process, and participant satisfaction approaches. The goal model is very similar to the rational or goal models described by Scott and Seashore. The system resource model is very similar to Scott’s open system model, while internal process model parallels Seashore’s decision process model. Cameron’s last model, the participant satisfaction or strategic constituency model, is an elaboration of the natural system model mentioned by both Scott and Seashore. Here the organization is seen as a dynamic coalitional entity within which complex transactional networks of constituencies develop. The effective organization must satisfy each constituency enough that continued transactions are assured. These three attempts to integrate the effectiveness literature reflect both consensus and disagreement. There seem to be several well - identified themes running through the effectiveness literature, yet each theorist offers an integration that differs somewhat from each of the others. While their agreement is considerable, the structure of effectiveness as it has been employed is certainly “fuzzy” enough to generate the apparent divergencies as to which concepts belong in the structure, how they relate to each other, and what particular clusters of concepts should be called.

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Neither has traditional multivariate methods been particularly appropriate for solving the problem at hand. The shortcomings of such approaches have been noted by Campbell (1977), who was particularly pessimistic about the pitfalls of factor analytic studies. Assembling a large sample of organizations, measuring a set of potential criteria, and then reducing them through factor analysis is a process the outcome of which is highly dependent upon the initial task of selecting measures. Whenever an organization is to be evaluated, investigators must consciously choose a precise set of criteria upon which to base their assessment. In organizational research, these criteria traditionally have been either selected or then imposed upon the organization by the researchers or evaluators themselves, or they have been derived from interviews with members of the target organizations. In either case, the selected criteria usually reflect an unarticulated but fundamental set of underlying personal values about the appropriate emphases in the domain of effectiveness. These personal values that motivate the choice of particular criteria ultimately underlie the resulting effectiveness dimensions “uncovered” by (but actually antecedent to) factor analytic studies. Furthermore, sports - related empirical research on organizational effectiveness, although generally limited to the works of Canadian researchers, has already established some valuable findings on the effectiveness of national sports organizations. This body of work can be classified into two clusters. The first cluster (e.g., Chelladurai, Szyszlo & Haggerty. 1987 ; Frisby. 1986) explores or tests the dimensional content of effectiveness based on the systems - oriented view of organizations. The conclusion of this work is that the three previously discussed effectiveness models must complement each other if a comprehensive picture of NSOs’ effectiveness is to be obtained. The second cluster (e.g., Chelladurai & Haggerty. 1991 ; Morrow & Chelladurai. 1992 ; Vail. 1985), although acknowledging the theoretical value of the multiple constituency approach, investigates the structure by either examining a small number of constituent groups or imposing effectiveness variables on NSOs. Specifically, Vail (1985) examined constituent views on a set of pre - determined variables: adaptability, communication, finance, growth, human resources, and planning. A study by Chelladurai and Haggerty (1991) explored differences between voluntary and professional administrators’ perceptions of the effectiveness of the processes, decision making and personnel relations. Furthermore, Morrow and Chelladurai (1992) compare

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between - group differences in perceptions regarding the contribution of structural and process characteristics to the overall effectiveness of one organization - Synchro Canada. The conclusions of these researchers provide conflicting evidence about the viability of the multiple constituent view of organizational effectiveness. Vail (1985) found different organizational groups to agree upon the importance of considering a selected set of systems - oriented criteria to measure the effectiveness of Canadian NSOs. Chelladurai and Haggerty (1991) provide evidence of significant differences between professional and the volunteer administrators in their perceptions of the effectiveness of process characteristics of Canadian NSOs. The latter study also reveals that volunteers and professional administrators express similarly high levels of job satisfaction, which implies that Canadian NSOs have managed to meet the needs of different constituent groups at the same time. Morrow and Chelladurai (1992) found that constituent groups affiliated with Synchro Canada were fairly congruent in their perceptions about the contribution of structural and process characteristics to the overall effectiveness of the Canadian NSO. However, in the same study, one important constituent group, the coaches, manifested the lowest ratings in all the effectiveness dimensions examined, which implies some disagreement within the organization over structural and process aspects of its operation. A few researchers have studied multiple constituent aspects of organizational effectiveness (i.e., Cameron. 1978 ; Chelladurai & Haggerty. 1991 ; Friedlander & Pickle. 1968 ; Morrow & Chelladurai. 1992 ; Tsui. 1990 ; Vail. 1985). However, most research into organizational effectiveness has been carried out in non - sport settings. As a result, little clear evidence is available for the psychometric properties of multiconstituent sources for defining effectiveness in sporting settings, such as NSOs. Thus, the task of determining whether a multi - constituent approach would improve effectiveness assessment in a sporting context needs further exploration. Measures Available for Organizational Effectiveness The competing values model was developed to explain differences in the values underlying organizational effectiveness models and operates by combining two values in each of three areas. Quinn and Rohrbaugh (1981) reported results of an initial exploratory study in which they invited seven experts with proven research interests in

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organization theory to reduce Campbell’s (1977) often - cited list of 30 indices of effectiveness. In this study the authors reported that: “The method of investigation . . . although multivariate, was a radical departure from previous factor analytic efforts employed to derive dimensions of organizational effectiveness. Here the focus was on the cognitive structure of the organizational theorist, not the organization. The question posed was, “How do individual researchers actually think about the structure of ‘effectiveness?’” Multidimensional scaling was used to approach this conceptual problem, as the basis for developing a unified set of indicators of effective organizations. (p. 126).”

The purpose of Quinn and Rohrbaugh’s (1981) study was to “reduce the list to contain only singular structures” (p. 129). Experts were then asked to make all possible pairings between the remaining 16 structures. The result, and the CVA framework, is based on two axes, which are organizational structure, with opposing preferences being flexibility and control, and concern for an organization’s focus in terms of its emphasis on people or the organization itself. The model, as shown in figure 2.2, operates by combining the two axes as well as the means and ends for each of the eight cells to produce four quadrants as follows. Quadrant 1 is Human relations model - people focus and flexible structure (2 cells); Quadrant 2 is Internal process model - people focus and stable (control) structure (2 cells); Quadrant 3 is Open systems model - organizational focus and flexible structure (2 cells); Quadrant 4 is Rational - goal model - organizational focus and stable (control) structure (2 cells). In 1983, Quinn and Rohrbaugh reported results of a primary study based on the initial exploratory work. In the second study, a much larger, diverse group (45 of 76 authors completed study) was used to follow the same procedures as those used in the exploratory study. Results from the second study reinforced initial study findings. Slack (1997) noted that: “the strength of the CVA is that it takes into account the paradoxical nature of organizational effectiveness. It also acknowledges that different constituents use different types of criteria in their assessment of an organization, that some of these criteria may be conflicting, and that some may change over time. (p. 34)”

Slack and Parent (2006) also noted that “the biggest problem with the CVA is determining which constituents are important to an organization, and then measuring the criteria they value and use in determining the effectiveness of their organization” (p.

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34). This also has the added benefit of identifying groups most likely to benefit from the social impact of sporting organizations. Despite this limitation, the CVA has been used extensively in the study of organizations in a variety of ways. It has been used as originally designed to measure effectiveness and also as a diagnostic tool in the change process (Quinn & McGrath. 1985). The CVA has also been used to study organizational culture (Colyer. 2000 ; Quinn & McGrath. 1985 ; Quinn & Spreitzer. 1991 ; Zammuto & Krakower. 1991), to investigate similarities and differences of managerial roles at various levels of organizational hierarchy (DiPadova & Faerman. 1993), and by Wolfe, Slack, and Rose - Hearn (1993) to examine health promotion programs. In the case of Wolfe et al., the flexibility of the CVA was demonstrated, as the researchers’ primary purpose in using the CVA was to “determine the relative importance of program objectives from the perspective of senior management and of program professionals” (p. 194). For example, managers rated program objectives such as improving morale and cohesion (human relations), increasing profit and contributing to productivity (rational goal), increasing flexibility and improving external image (open systems), and improving workforce stability and continuity (internal processes). There were other measures within each quadrant, but this demonstrates the capacity of the CVA to encapsulate the major theoretical themes underpinning research in organizational effectiveness. More specific to organizational effectiveness was Kalliath et al.’s (1999) extension of Quinn and Rohrbaugh’s (1981, 1983) original work to “(a) test the CVF [competing values framework] . . . and (b) refine a scale that identifies the extent to which managers and other organizational constituents use the framework’s criteria to evaluate organizational effectiveness” (Quinn & Rohrbaugh. 1981 : 143). One of the underlying assumptions of the CVA is the degree to which quadrants share key dimensions of flexibility and control and an internal focus on people and an external view of the organization and its interactions with the wider environment. In other words, the CVA endeavors to ascertain the degree to which control and flexibility coexist within an organization. This measurement is manifested through each of the two cells in each quadrant, and in the case of the human relations and open systems quadrants, each shares a degree of flexibility. In the case of opposite quadrants, for instance, open systems and internal processes, the expectation is that these models do not share common super ordinate values (Kalliath et al. 1999).

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Kalliath et al. (1999) acknowledged the previous evidence provided by Quinn and Spreitzer (1991) supporting the psychometric properties of the competing values framework, noting that their work extended Quinn and Spreitzer’s via the use of structural equation modeling. The researchers found support for “the four - factor structure of the CVF” (Kalliath et al. 1999 : 154), but more important, noted that: “These four dimensions - open systems, rational goal, internal process, and human relations - may be used individually or together as distinct dimensions of effectiveness, but it is essential to think of the organization effectiveness structure as consisting of four distinct variables instead of one. The relatively small correlations between these latent variables suggest that we would seriously compromise accuracy if we combined these subscales into a single omnibus effectiveness factor. (p. 155)”

Shilbury & Moore (2006) addressed the issue in Australian NSOs using the CVA as theoretical framework. They operationalized the effectiveness dimensions of the CVA using semi - structured interviews and pilot testing by panel experts. The psychometric properties of the CVA scales were tested using separate principal components analyses, structural equation modeling and confirmatory factor analysis. The high correlations between the four quadrants of the CVA suggested a high degree of multicollinearity among the four latent variables. Therefore, a model with ten manifest factors loading on four latent variables was not supported. The data suggested a model with the ten manifest factors that loaded directly on and contributed to organizational effectiveness as a latent structure. Martz (2008) used the Organizational Effectiveness Evaluation Checklist (OEC) outlines a comprehensive process for evaluating organizational effectiveness that specifically address the values issues with its inclusion of universal criteria of merit. Two separate investigations were conducted to empirically validate the OEC. The first investigation sought input from subject matter experts and targeted users regarding the merit of the OEC. The second applied the revised OEC in a real - world evaluation to access the effectiveness of a for - profit organization. Hartnell, Ou, and Kinicki (2011) applied Quinn and Rohrbaugh’s (1983) competing values framework (CVF) as an organizing taxonomy to meta - analytically test hypotheses about the relationship between three culture types and three major indices of organizational effectiveness (employee attitudes, operational performance

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[i.e., innovation and product and service quality], and financial performance). The paper also tests theoretical suppositions undergirding the CVF by investigating the framework’s nomological validity and proposed internal structure (i.e., interrelationships among culture types). Results based on data from 84 empirical studies with 94 independent samples indicate that clan, adhocracy, and market cultures are differentially and positively associated with the effectiveness criteria, though not always as hypothesized. The findings provide mixed support for the CVF’s nomological validity and fail to support aspects of the CVF’s proposed internal structure. They also proposed an alternative theoretical approach to the CVF and delineate directions for future research. In Thailand, studying of sport organizational effectiveness was quite popular. Sakchai Pitakwong evaluated organizational effectiveness in Sports Authority of Thailand (SAT). He proposed the strategy of the SAT action plan according to Thai government sports policy and the Sports Development Plan II. The study procedures were: (1) to study the congruence between Thai government sports policy and the Sports Development Plan I with policy and action plan of SAT, (2) to develop the evaluative criteria according to Chen’s theory driven evaluation by means of Delphi Technique so that the outcome of implementation of SAT action plan could be evaluated, and (3) to propose the strategy of the SAT action plan in accordance with Thai government sports policy and the Sports Development Plan II. The samples were purposively selected from the SAT stockholders. The instruments used were: data recording form, checklist form, and interviewing form. The data were analyzed by means of content analysis and descriptive statistics. It was found that: (1) Thai government sports policy and the Sports Development Plan I were congruent with policy and action plan of SAT except the SAT action plan in the areas of the sports nutrition, and the developing sports to be professionalism in the Sports Developments Plan I, and in the areas of Thai government sports policy, athlete's welfare, and to promote private sector into subsidize sports. (2) It was found that the outcome of the implementation of the SAT action plan on basic sports development program and four selected projects almost met the evaluative criteria. (3) It was proposed that, in order to be congruent with Thai government sports policy and the Sports Development Plan II, academically plan, SAT implementation action plan, and Chen's theory driven evaluation should be integrated (Pitakwong. 1997).

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However, a study of Chanita Kraipetch tried to determine indicators of organizational effectiveness in 2012. But she only focuses on public higher education institutions under the Ministry of Tourism and Sports. 41 participants comprising 12 administrators, 25 teaching staff, and 4 supporting staff of the Institute of Physical Education Udon - Thani Campus and Institute of Physical Education Chonburi Campus were recruited in this study. Data collection was conducted through documentary study, interviews, participatory observation, and inquiry using assessment form. Quantitative analysis employed descriptive statistics and qualitative analysis involves content analysis. Results of her study revealed suitable components and indicators of organizational effectiveness for public higher education institutions under the Ministry of Tourism and Sports; and components to developed organizational effectiveness evaluation system for public higher education institutions (Kraipetch. 2012). Moreover, study of organizational effectiveness by employed structural equation modeling (SEM) technique can be drawn the structures within the theoretical framework, as Hwang (2008) and Christiana (2012). Hwang (2008) used SEM and multiple group analysis to explore the relationship among perceived service quality, price, overall customer satisfaction, and revisit intentions in the golf context and to investigate the differences in these relationships between casual and serious golfer. He enrolled 365 golfers from two private and four public golf courses in Georgia. The survey instrument has been revised based on the assessment of a panel of experts and the pilot study conducted with 151 golfers. According to the structural model test with all participants, perceived service quality positively influenced overall customer satisfaction and revisit intentions. Also, overall customer satisfaction positively affected revisit intentions. However, satisfaction with price did not have significant relationships with overall customer satisfaction and revisit intentions. There was only one difference in the relationship between price and overall customer satisfaction: For serious golfers, satisfaction with price did not significantly influence overall customer satisfaction, whereas for casual golfers, satisfaction with price was an important determinant of overall customer satisfaction. In addition, Christiana (2012) utilized the SEM to analyze the relationships among these constructs of an integrated conceptual model of self-determination theory and the theory of planned behavior related to participation in noncompetitive outdoor activity. He aimed to examine the influential factors of rural youths’ engagement in

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noncompetitive outdoor physical activity utilizing a mixed-methods design where both the quantitative and qualitative data collection and analysis were given equal priority and weight. Early adolescents’ aged 10-14 years (n = 1,032) from one rural middle school completed a self-administered questionnaire. In depth qualitative interviews were then conducted with a subsample of those who completed the questionnaire (n = 24) to elicit detailed descriptions of early adolescents’ experiences of participation in outdoor physical activities. He found that, in quantitative results, early adolescents’ selfdetermined motivation to engage in noncompetitive outdoor activities predicts attitudes, subjective norms, perceived behavioral control, and intentions related to participation in these activities. Also, qualitative results provide support and detailed description for the relationships within the integrated conceptual model. The qualitative results also indicate the presence of a complex dynamic relationship of social and physical environmental factors influencing early adolescents’ participation in outdoor activities.

Summary This study, therefore, operationalization of the Competing Value Approach (CVA) for Thai sports associations identifying structure and, specifically, cell - relevant scales using confirmatory factor analysis (CFA) to better understand the impact of structure variables on the organization as a whole. Then, structural equation modeling (SEM) will be used to drawn the structures for operationalized the structural model. In essence, finding from Kalliath, Bluedorn, and Gillespie (1999) and Shilbury and Moore (2006) were extends by rearrange the CVA’s third dimension which concerned for correlation among latent structures, means and ends. Although there has been some limited work in examining the subscales used to operationalize the CVA (Buenger et al. 1996 ; Kalliath et al. 1999 ; Quinn & Spreitzer. 1991), none of this work has been specific to sport. In fact, studies in this area are limited. This study focus on responsive sport associations for fundamental and elite sport strategies of the National Sports Development Plan IV, because in fact, to develop their organizational effectiveness. Benefit of this study was fifth folds. First, to classified a program, product, person, policy, performance, proposal, or portfolio specifically for sports communities.

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Second, to discover merit or quality; supporting sport decisions such which program to develop, which organization to continue to funding, to which change initiatives to devote resources and which to abandon, and which strategy is the most cost - effective to pursue. Third, to provide insights and accountability at different points from need assessment through planning, quality control, risk management, and process improvement. Fourth, for driven internally by the organization’s focus on efficiency, productivity, and maximization of returns. Fifth, create sense of urgency for change among sports constituency groups.

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Chapter 3 Methodology This study was a mixed-method research design that uses both quantitative and qualitative data collection and analysis techniques to answer set of research questions. The benefit of a mixed-method design is the ability to offset the weaknesses of one research approach with the other to provide a more comprehensive understanding of the issue that the research intends to address (Creswell. 2003 ; Johnson & Onwuegbuzie. 2004 ; Morse. 2003). In addition, sequential explanatory design was also implemented. This design emphasized on step by step data collection and analysis that consisted of three phases. Beginning with the first phase (quantitative), followed by the second phase (qualitative), followed by the integration phase where the quantitative and qualitative data were jointly analyzed. The first phase was given higher priority for answering the research questions where the second phase was used to help explain phenomenon that have arisen. Methodologies associated with mixed-method research and sequential explanatory design in this study was presented following three phases. 1. First phase: organizational sample identification, scale development, and conceptual model assessment were conducted. Initially, organizational samples were determined based on sports associations of Thailand which operational respond fundamental and elite sport strategies of the National Sports Development Plan IV. Scale preliminary was later developed by experts from both domestic and international levels. The scale then was employed for assessing the conceptual model of the Competing Value Approach (CVA) for developing sports organizational effectiveness in Thailand. This phase was conducted during March and October of 2013. 2. Second phase: semi-structured interviews with key informants were conducted to capture the key informants’ perception of organizational effectiveness, particularly in Thailand context as well as explain the residual within the model. This

71 phase was conducted during the November of 2013 and January of 2014. Steps of the first two phases were presented in following table. Table 3.1 Steps of the First Two Phases 1. The First Phase 1.1 Organizational Samples Identification 1.2 Experts Qualification 1.3 Preliminary Scales Development 1.4 Data Collection and Responsiveness 1.5 Data Analysis

2. The Second Phase 2.1 Theoretical Framework Acquisition 2.2 Semi-structure Development 2.3 Key Informants Recruitment 2.4 Data Collection and Responsiveness 2.5 Data Analysis

3. The integration phase: both quantitative and qualitative data gathered from previous phases were analyzes and synthesizes to constructively examine the perception of constituency groups that are important to the structure of CVA in organization effectiveness. The final phase was elaborated as conclusion and discussion in chapter five. All phases of this study were detailed below.

The First Phase Organizational Samples Identification Population is 71 sports associations of Thailand which reflected operational responsive organizations for fundamental and elite sport strategies of the National sports development plan IV. To ensure representativeness of organizational samples and to receive adequate information provided by sample organizations, four criteria were used for purposive sample framework from 71 sports associations of Thailand. The criteria are: 1) being a member of SportAccord (International Sports Federations, currently has 109 members) to warrant the sample focus on three principles: good governance, universality, and ethics/social responsibility; 2) being an Amateur sports association; 3) representing each quadrant of CVA; and 4) proportionally random sampling from each quadrant of CVA.

72 Finally, five sports associations were determined as organizational samples. They were volleyball association from Rational Goal, soccer and Muaythai associations from Open System, tennis association from Internal Process, and track & field association from Human Relations. Appendix A (p.157 - 163) clarified a derivation of organizational samples. Experts Qualification To search for experts, the researcher has six different criteria. The criteria are: 1) having at least 45 years old and/or 20 years experiences in sports organizations (age and experience); 2) holding master or doctoral degree (education); 3) representing a diverse array of academic background and interests including sociology, business, industrial psychology, public administration, social psychology, and organizational behavior (academic background); 4) demonstrating of leadership effectiveness (leadership effectiveness); 5) being socially recognized as a sport expert (social attribution); and 6) being highly recognized by supervisors, co-workers, and subordinators (well recognized). According to above criteria, three groups of experts, namely domestic, sports association and international experts are invited to develop the preliminary scales. In addition, those experts from sports association are invited to identify constituency groups. To contact different groups of expert mentioned, the researcher employed different means. By contacting domestic and sport association experts, not only was telephone used but also and invitation letters were used (Appendix B : 164 - 167). For approaching international experts, researcher had directly invited them face to face with invitation letters during official visit at the University of Georgia, USA during April and June, 2013. Ten experts who participated in this study are shown in the following table.

73 Table 3.2 Experts’ Participation Experts Purpose Domestic 1. To develop the preliminary scale 1. To develop the preliminary scale Sports association 2. To identify constituency groups 1. To develop the preliminary scale International Total

Approached Participated 2 1 10

5

5 17

4 10

The participated experts were asked to rate each other according to preidentified six different criteria previously mentioned, ranging from (1) very low qualified to (5) very high qualified. Experts’ qualification scores were ranged ranking from 22 and 29 with majority of 26. Expert from domestic was rated highest score while two of four experts from international have lowest score. The scores are shown in the following table.

Academic Background (5)

Leadership Effectiveness (5)

Social Attribution (5)

Well recognized (5)

Total (30)

1. Domestic Expert (Dr.Samuel) 2. Volleyball Expert (Krit) 3. Tennis Expert (Tano) 4. Muaythai Expert (John) 5. Soccer Expert (Peter) 6. Track and Field Expert (Stephan) 7. International Expert 1 (Dr.Boy)

Education (5)

Experts*

Age and Experience (5)

Table 3.3 Experts’ Qualification Scores in Correspondent to Six Criteria

5

5

4

5

5

5

29

4

4

3

3

4

5

23

4

4

4

3

5

5

25

5

3

3

3

4

5

23

4

4

4

4

4

4

24

5

4

3

4

5

5

26

4

5

5

3

4

5

26

74

Leadership Effectiveness (5)

Social Attribution (5)

Well recognized (5)

Total (30)

8. International Expert 2 4 5 (Dr.Beck) 9. International Expert 3 3 4 (Dr.Roger) 10. International Expert 4 3 4 (Dr.Kenny) *Experts are identified by pseudonym.

Academic Background (5)

Education (5)

Experts*

Age and Experience (5)

Table 3.3 (continue)

5

3

4

5

26

5

3

3

4

22

5

3

3

4

22

Preliminary Scales Development Development of the preliminary scale was carried out through a review of the literature, semi-structured interview, and test of content validity. A thorough reviewed of the literature revealed that Competing Value Approach for measure Organization Effectiveness consists of four quadrants vary between 13 and 66 scales. However, organizational effectiveness statement from Quinn and Rohrbaugh (1983) and Shilbury and Moore (2006) were selected as the basis of this study for several reasons. First, it was generated by a major review of the relevant literature with the stated intent of providing a comprehensive compilation of effectiveness criteria. Furthermore, the scale of indices was supplemented with the generally explicit definitions of each particular term or phase. Finally, Quinn and Rohrbaugh’s paper was contains the scale had becomes a widely cite article in the literature on organizational effectiveness and Shilbury and Moore confirmed that statement was operationalized for measuring organizational effectiveness. The purpose of the semi-structured interview was to identify the statement best suited to measuring organizational effectiveness in Thailand sports organizations. Papadimitriou and Taylor (2000) adopted a similar approach in their study of Hellenic sporting organizations by asking general managers to cite all the groups the

75 organization affiliated with in order to carry out the purposes of the Sports association. They also formulated the initial scales from semi-structured interviews. The semi-structured interview and test of content validity protocol from Zhang et al. (2002) and Zhang, Lam, and Smith, (2006) were adapted in this study. It was designed to ascertain the validity and reliability of indication of organizational effectiveness in terms of obtainment of core sport value and worthiness of investing financial and human resources within each of the eight cells composing the CVA. In other words, the interviews were structured around the eight cells of the CVA. Common themes and statements were identified based on Quinn and Rohrbaugh (1983) and Shilbury and Moore (2006), ultimately leading to a series of statements in each cell. Each statement was formulated for the purpose of allowing experts to evaluate relevance, representativeness, and clarity for each of the eight cells. The definitions for relevance, representativeness, and clarity were clarified in the test (Appendix C : 168 182). The individual scales for each cell contributed toward the overall perception of effectiveness, and each cell contributed to a measure in its respective quadrant leading to the potential to ascertain the extent to which bipolar opposites coexist, and ultimately, chart effectiveness across all four quadrants. Importantly, the preliminary scales were retranslated to Thai language using a forward-backward method following Guillemin, Bombardier, and Beaton (1998). Professional English translator who has five years of University education background in the United State of America was invited directly by phone, in July 2013, and he was willing to participate in this study because researcher is his colleague. Then, preliminary scale was send to the experts both by e-mail and directly interviewed by researcher for content validity test. Content validity of the preliminary scale from domestic and international experts were simultaneously tested during third week of June 2013 to July 2013, while Sports association experts were asked to test content validity in August 2013. All experts were guided to focus on the measurement property of each item. They were asked to rate the level of content validity for each statement contained in the instrument based on five-point Likert type scales using the following anchors: (1) strongly disagree, (2) disagree, (3) neither agree or disagree, (4) agree, and (5) strongly agree. Preferred scale retain in the preliminary scale should has mean equal or greater than 4.00 in all three content validities. Six scales in flexibility, resources, availability of information, and stability quadrant - F4, F5, R5, R9, AI2, and

76 S8 - were eliminated. A total of 60 scales were retained in the preliminary scale. Reliability of the scale from Cronbach’s alpha was high (.995). Descriptive statistic of the content validity test and summarized eliminated scales by factor are shown in following tables. Table 3.4 Descriptive Statistic of the Content Validity Test (n = 10) Statements Flexibility (5 statements) F1) The organization is seeking opportunities to develop the sport (e.g., volleyball, tennis, muaythai, soccer, or track & field). F2) The board is receptive to suggestions for change. F3) The organization monitors and responds to changes in constituents' (e.g., coach, players, institutions, media, school, or government) expectations. *F4) The organization monitors and responds to changes in media and public perceptions of its operations. *F5) The organization monitors and responds to changes in government funding, legislation, and the economic environment. Resources (10 statements) R1) The organization attracts satisfactory numbers of players. R2) The organization attracts satisfactory numbers of referees. R3) The organization attracts satisfactory numbers of volunteer workers. R4) The organization attracts satisfactory numbers of coaches. *R5) The organization gains adequate government funding. R6) The organization gains substantial private sector sponsorship. R7) The organization is able to acquire funds from a variety of sources. R8) The organization is successful at attracting spectators. *R9) The organization attracts quality professional staff. R10) The organization has adequate facilities for all levels of competitions.

Relevance M S.D.

Representativeness M S.D.

Clarity M S.D.

4.30 4.30

.675 .823

4.20 4.30

.789 4.20 .823 4.40

.789 .699

4.50

.850

4.30

.823 4.00

.816

4.20

.789

3.70

.823 4.30

.675

4.10

.876

3.50

1.269 4.10

.876

4.50

.527

4.30

.675 4.60

.699

4.30

.823

4.20

.789 4.50

.707

4.10

.994

4.20

.789 4.30

.823

4.20 .919 3.80 1.033

4.20 3.60

.789 4.40 .966 4.00

.843 .943

4.30

.949

4.30

.949 4.30

.823

4.40 .699 4.60 .843 4.00 1.155

4.40 4.60 3.90

4.20

4.20

.632

.843 4.40 .699 .843 4.60 .699 1.101 4.10 1.101 .422 4.30

.823

77 Table 3.4 (continue) Statements Planning (9 statements) P1) The strategic plan of the organization includes clear actioning. P2) The strategic plan of the organization includes clear and attainable objectives. P3) The organization regularly engages in long-term strategic planning. P4) The strategic plan includes vision for the future. P5) The organization regularly evaluates its performance based on the strategic plan. P6) The strategic plan includes identification of how the plan can be resourced. P7) The organization regularly reviews the strategic plan. P8) The strategic plan includes performance measures. P9) The organization attempts to include the views of all constituent groups. Productivity (14 statements) PR1) The organization achieves the goals specified in its strategic plan. PR2) The organization is successful at providing services that meet the expectations of players. PR3) The organization is successful at providing services that meet the expectations of coaches. PR4) The organization is successful at providing services that meet the expectations of volunteer workers. PR5) Organizational decisions are made efficiently at board level. PR6) The organization is able to maximize the use of its financial resources. PR7) The organization is able to maximize the use of its human resources. PR8) The organization is successful at providing services that meet the expectations of spectators. PR9) The board of the organization focuses on the management and direction of the sport (e.g., volleyball, tennis, muaythai, soccer, or track & field). PR10) The organization is successful at increasing affiliated membership numbers.

Relevance M S.D.

Representativeness M S.D.

Clarity M S.D.

4.60

.699

4.70

.675 4.40

.966

4.50

.850

4.70

.675 4.40

.843

4.20 4.30

.789 .675

4.10 4.40

.738 4.10 .516 4.40

.876 .699

4.30 1.160

4.20

4.30 4.40 4.40

.675 .699 .843

4.10 4.40 4.40

4.40 1.075

4.40

4.20

.919

4.10

.994 4.30

.823

4.30

.675

4.30

.823 4.00

.816

4.10

.876

4.00

.943 4.20

.789

4.10

.738

4.20

.789 4.30

.823

4.50

.707

4.40

.699 4.50

.707

4.40

.699

4.40

.699 4.30

.949

4.40

.699

4.40

.843 4.10

.876

4.50

.707

4.30

.675 4.50

.850

4.40

.843

4.40

.699 4.40

.699

4.50

.527

4.70

.483 4.50

.707

1.135 4.00 1.155 .738 4.40 .699 4.30 .966 4.60

.699 .675 .966

1.075 4.40 1.075

78 Table 3.4 (continue) Statements PR11) The organization is successful at providing services that meet the expectations of referees. PR12) The organization utilizes current information technology. PR13) The executive director (or its equivalent) is empowered with authority to make operational decisions. PR14) Equipment and facilities for the sport (e.g., volleyball, tennis, muaythai, soccer, or track & field) are adequately provided by the organization. Availability of Information (5 statements) A1) The organization communicates well with affiliated province-level sport organizations. *A2) The organization is able to communicate with all constituent groups. A3) The organization is successful at gaining feedback from constituent groups. A4) The organization communicates well with other sport organizations. A5) The organization communicates well with government agencies. Stability (9 statements) S1) The organization has good retention rate of coaches. S2) The organization has good retention rate of volunteer workers. S3) The organization has good retention rate of players. S4) The organization is able to protect and promote the growth of the sport. S5) The organization has good retention rate of referees. S6) The organization is able to maintain a consistently good public profile. S7) The board of the organization is able to maintain consistency in administrative directions and decision making. *S8) The organization has good retention rate of professional staff. S9) The organization is able to maintain sound financial operations.

Relevance M S.D.

Representativeness M S.D.

Clarity M S.D.

4.20

.919

4.10

.876 4.40

.843

4.40

.699

4.20

.789 4.30

.823

4.30

.823

4.30

.949 4.50

.850

4.00

.943

4.20

.789 4.00

.943

4.30

.675

4.40

.516 4.60

.516

4.30

.675

3.90

.568 4.20

.632

4.40

.699

4.20

.632 4.40

.699

4.10

.568

4.30

.675 4.30

.675

4.30

.675

4.20

.789 4.10

.738

4.40

.675

4.40

.699 4.20

.789

4.10 4.20

.876 .632

4.00 4.60

.943 4.00 .516 4.40

.943 .516

4.20 4.10

.789 .738

4.40 4.00

.699 4.30 .943 4.00

.823 .816

4.80

.422

4.60

.699 4.50

.707

4.60

.516

4.30

.675 4.60

.699

3.90

.994

4.10

1.101 4.30

.675

4.30

.675

4.40

.699 4.50

.707

79 Table 3.4 (continue) Statements Cohesive Workforce (7 statements) CW1) The organization has an adequate reward and recognition system for referees. CW2) The organization has an adequate reward and recognition system for coaches. CW3) The organization has an adequate reward and recognition system for volunteer workers. CW4) The organization has an adequate reward and recognition system for players. CW5) The organization has minimal interpersonal conflict among all workers including paid staff and volunteers. CW6) Professional staff and volunteers are working collectively toward achieving common goals. CW7) Paid staff receives adequate compensation. Skilled Workforce (7 statements) SW1) The organization effectively adopts a formal performance appraisal process for professional staff. SW2) The organization appoints professional staff members based on their professional knowledge, skills, abilities, and contributions. SW3) The organization encourages and supports further professional training and development for its staff. SW4) The organization appoints board members based on professional knowledge, experience, and achievement. SW5) The organization has an adequate reward and recognition system for its referees. SW6) The organization conducts appropriate training and development for its coaches. SW7) The organization has an adequate reward and recognition system for its volunteer workers.

* Eliminated scales

Relevance M S.D.

Representativeness M S.D.

Clarity M S.D.

4.30

.675

4.40

.516 4.30

.483

4.30

.675

4.40

.843 4.30

.675

4.20

.919

4.20

.919 4.20

.919

4.40

.516

4.20

.422 4.40

.516

4.10

.568

4.00

.471 4.20

.632

4.00 4.10

.667 .738

4.00 4.00

.816 4.20 .816 4.30

.789 .675

4.10

.994

4.30

.675 4.10

.876

4.50

.707

4.00

.943 4.20

.789

4.30

.675

4.30

.675 4.40

.516

4.30

.949

4.50

.972 4.10

.994

4.20

.789

4.50

.707 4.30

.675

4.20

.632

4.10

.738 4.20

.632

4.20

.632

4.20

.632 4.20

.632

80 Table 3.5 Summary of Eliminated Scales by Factor Factor Original Scale Eliminated Scale Flexibility 5 2 Resources 10 2 0 Planning 9 Productivity 14 0 Availability of Information 5 1 1 Stability 9 0 Cohesive Workforce 7 0 Skilled Workforce 7 6 Total 66

Remain Scale 3 8 9 14 4 8 7 7 60

Data Collection and Responsiveness To reflect organizational samples, data was collected among constituency groups of them (Papadimitriou & Taylor. 2000). Constituency groups were identified by Sports association experts via Constituency Group Identification Questionnaire (Appendix D : 183 - 185) in August 2013. The question asked was formulated as follows: “The sports organizations are operating with the assistance of a distinct number of groups. Below is a list of such interest groups. Based on your experience, circle the groups that you have affiliated with previously to carry out organizational activities.” All the experts were directly interviewed to report groups that he/she had interacted with previously in connection with matters related to the organization. They will be encouraged to mention all the different groups that they had affiliated with on a regular basis, with the name and the number. All circled groups were asked to specify by added the phase “Specify all the groups you circled are very pleasure.” in the questionnaire. As result, seventeen different constituent groups were reported as having affiliated with the operation of the Thai Sports association. These comprised representative from ministry, board members, representative from school, representative from University, representative from government agency, representative from Sport Association, representative from National Olympic Committee of Thailand: NOCT, representative from International Federation: IF, employee, permanent/temporary staff,

81 player, official, volunteer, sponsor, spectator (customer) and other such as actor, actress, and celebrity. Data obtained from the Sports association experts were compiled into a list of Thailand sports organizational constituencies, along with the frequency number indicating how many the experts reported them. Furthermore, exactly number of all constituency groups was verified from affiliate member database of each sports organization. Total number of all constituency groups which reflects organizational sample was 11,050. However, a sample size of all constituency groups sampling was based on the expectation of using the structural equation modeling (SEM). SEM requires large sample sizes with consideration to the complexity of the model (Kline, 2005). Kline (2005) recommended that the ratio of the number of cases to the number of free parameters be in between 10:1 to 20:1 with the more realistic goal being 10:1. MacCallum, Widaman, Zhang, and Wong (1999) recommend accounting for communality among variables within a model with greater communality requiring smaller sample sizes. The variables of the conceptual model being studied have been shown to be relatively highly correlated (Hagger & Chatzisarantis. 2009), however few of the scales have been adequately validated for this study population. Therefore, a ratio of cases to free parameters of 15:1 has been chosen. The conceptual model consists of 66 free parameters, therefore requiring a sample size of 990 to obtain the appropriate size to conduct structural equation modeling with the given complexity of the conceptual model. Thus, sample size of 990 was random sampling with stratified technique for data collection. After adjusted the decimal number and prevention of uncompleted responsiveness, a sample size goal in this study was 1,186. Number of stratified random sampling of a sample size goal is shown in following table.

82 Table 3.6 Stratified Random Sampling of a Sample Size Goal Stratified Sample Size of 990

Adjusted Sample Size Goal

5.0

3.0

5.0

3.0

21.0

1.9

2

19.0

18.0

15.0

20.0

28.0

100.0

9.0

10

400.0

400.0

400.0

400.0

400.0 2,000.0

179.2

200

120.0

120.0

120.0

120.0

120.0

600.0

53.8

60

1.0

1.0

3.0

3.0

3.0

11.0

1.0

1

50.0

0.0

50.0

50.0

50.0

200.0

17.9

20

1.0

1.0

1.0

1.0

1.0

5.0

0.4

1

1.0

1.0

10.0

10.0

10.0

32.0

2.9

3

0.0

10.0

3.0

20.0

9.0

42.0

3.8

5

0.0

10.0

100.0

100.0

0.0

210.0

18.8

20

50.0

30.0

500.0 1,000.0

160.0 1,740.0

155.9

200

12. Official

0.0

20.0

200.0

200.0

200.0

620.0

55.5

100

13. Volunteer

0.0

10.0

10.0

10.0

200.0

230.0

20.6

30

14. Sponsor

3.0

4.0

7.0

20.0

10.0

44.0

3.9

10

15. Media 16. Spectator (customer) 17. Other

4.0

9.0

20.0

20.0

20.0

73.0

6.5

12

1,000.0 1,000.0 1,000.0 1,000.0 1,000.0 5,000.0

448.0

500

9. Employee 10. Permanent/ temporary Staff 11. Player

Total

Tennis

Soccer

5.0

1. Rep. from Ministry 2. Board Member 3. Rep. from School 4. Rep. from University 5. Rep. from Gov. Agency 6. Rep. from Sport Associations 7. Rep. from NOCT 8. Rep. from IFs

Muaythai

Total

Constituency Group

Volleyball

Track & Field

Organizational Sample

0.0

0.0

20.0

100.0

2.0

122.0

10.9

12

1,654.0

1,639.0

2,462.0

3,079.0

2,216.0

11,050.0

990.0

1,186.0

83

Then, the questionnaires were distributed based on the sample size goal (target constituency groups) during September and October 2013 by researcher and six assistant researchers who had trained in last second weeks of August 2013. Researcher distributed the questionnaire to five constituency groups; representative from ministry, government agency, NOCT, IFs, and board members. Representative from ministry and government agency were high administrative person from Ministry of Tourism and Sports: MTS, Ministry of Education: ME and Institutes of Physical Education: IPE. Representative from NOCT was a Thai member of IOC while IFS were Thai member of IFMA, FIFA, and ITF. Board members were randomly selected from each two of organizational sample. Simultaneously, six assistant researchers were separated into four teams for distributing the questionnaires to the rest of constituency groups. In September 2013, Team A distributed the questionnaire to representative from school and University. Team B distributed the questionnaire to representative from another sports association, employee, temporary/permanent staff, player, official, and volunteer. At Sport Expo in Muang Thong Tani, Bangkok, during October 2013, Team A distributed the questionnaires to sponsor, media, and other. Team B distributed the questionnaires to spectator and customer. Target constituency groups were both given directly (paper-based) and indirectly (non paper-based) the package of questionnaire, request for participation and the questionnaire (Appendix E : 186 - 193). Questionnaires consisted of a total of 63 items. 60 items required participants to indicate perception of their organizational effectiveness, based on the validated preliminary scales and three items required they answer their demographics data. The length of the questionnaire was six pages. Participants, who completed the questionnaire, were awarded a CRU Sport Management souvenir. As result, 996 questionnaires were completely responded. Detail of the questionnaire responsiveness in each constituency groups is shown in following table.

84 Table 3.7 Detail of the Questionnaire Responsiveness Collector

Researcher

Target Constituency Group (no. of sample goal) Representative from 1. Ministry (2) 2. Government agency (1) 3. NOCT (1) 4. IFs (3) 5. Board members (10)

Assistant Team A

Representative from 1. School (200) 2. University (60)

Assistant Team B

Representative from 1. Sports association (20) 2. Employee (5) 3. Temporary/permanent staff (20) 4. Player (200) 5. Official (100) 6. Volunteer (30)

Assistant Team A Assistant Team B Total

1. Sponsor (10) 2. Media (12) 3. Other (12) 1. Spectator (customer) (500) 1,186

Responsiveness (no. of completely responded) Representativeness from 1. Ministry of Tourism and Sport and Ministry of Education (2) 2. Institute of Physical Education (1) 3. IOC member (1) 4. IFMA, FIFA, and ITF members (3) 5. each 2 board members from the organizational samples (10) 1. Teacher from schools under OBEC and Bangkok (180) 2. Lecturers in 8 Universities: CU, KU, TU, MU, SWU, BRU, CRU, and IPE (54) 1. each 4 persons/staffs from sports associations (20) 2. each one employee from the organizational samples (4) 3. each 4 staffs from the organizational samples (20) 4. 33 volleyball players, 26 tennis players, 46 muaythai players, 35 soccer players, and 15 track and field players (155) 5. each 11 officials from the organizational samples (55) 6. each 4 volunteers from the organizational samples (20) 1. PTT, PEA, SINGHA, and SAT (4) 2. Channel 3, T-Sport, Siam Sport Newspaper, and Active Radio (7) 3. Actors and actresses (10) 1. Spectator (customer) (450) 996

85 Data Analysis Data collected from the questionnaire was analyzed through structural equation modeling techniques using Mplus 5.21 (Muthen & Muthen). Due to the presence of missing data, parameter estimates were calculated using full-information maximum-likelihood (FIML) estimation. FIML has been shown to be a suitable method for the treatment of missing data through studies with simulated missing data (Arbuckle, 1996 ; Enders & Bandalos. 2002). Confirmatory factor analysis was used to test the overall measurement model to identify that the variables from the measurement instruments loaded as expected on latent factors. The questionnaire data was then analyzed to assess the fit of the data to the conceptual model using full structural modeling. The analysis and interpretation process followed the six fundamental steps outlined by Kline (2005), requiring 1) model specification, 2) model identification, 3) data collection, preparation, and screening, 4) model estimation, 5) fit assessment, and 6) model respecification. Model specification refers to the graphic depiction of the hypothesized relationships using standard symbols to reflect a variety of conceptual elements. This depiction illustrates the supposed relationships between observed and latent variables. A requirement for producing this depiction is that it is grounded in explicit theory that has been tested empirically. To do this, a complete literature review is required. Giving this attention to theory ensures that important structures are not absent and bolsters the credibility of the conclusions drawn from the results concerning hypothesized relationships in the model. The conceptual model that was tested as a full structural model for this study is presented in the previous chapter. Model identification refers to whether it is theoretically possible for a unique estimate of each parameter in the model to be obtained. A model that is considered to be identified will have at least as many known pieces of information as unknown. Pieces of information that are known are the covariances whereas the unknown are the parameters to be estimated. A model that is considered to be overidentified has more known pieces of information than unknowns and can produce more than one set of parameter estimates. An overidentified model is most often warranted so that the parameter estimates can be tested against one another to see if they are similar. If they are not similar then this is an indication of a potential problem with the model. Having

86 more than one set of possible parameter estimates helps in identifying problems that may be present with the model specification. The model analyzed in the current study has been determined overidentified. According to Kline (2005), because 60 variables (scales) were observed, this means that the original measurement model has 60 (60+1) / 2 = 1,830 data points. 60 factors loading, 60 error variances, and 28 factor correlations from eight proposed factors were determined a total of 148 (60 factor loading plus 60 error variances plus 28 factor correlations) unknown parameters. Then, with 1,830 data points and 148 unknown parameters to be estimated, the model was overidentified with 1,682 degree of freedom (1,830 data points minus 148 unknown parameters). Next, appropriate measures of variables in the model must be selected and the data collected. For the current study this process has been described in the previous sections. Following this, the data must be screened for missing data, normality, and multicollinearity. As stated previously, for the current study missing data was handled using FIML to calculate parameter estimates. Univariate normality was assessed using the statistics of skewness and kurtosis where these values should be no greater than an absolute value of two. Lastly, the data must be screened for multicollinearity. Multicollinearity occurs when correlations between some variables or structures are so high that they restrict mathematical operations from being calculated (Kline. 2005). To deal with multicollinearity, Kline (2005) recommended that redundant structures be excluded from the analysis or are combined into one structure. Model estimation involves the estimation of the parameter values within the model. The best set of parameter estimates were obtained through a least squares criterion where estimates are sequentially calculated until a set of estimates is obtained that results in a reproduced covariance matrix that is as close as possible to the original sample covariance matrix. Numerous estimation methods have been developed for this process such as the generalized least squares, maximum likelihood, and asymptotic distribution free. These methods differ based on the weight matrix that is employed. Though other methods were considered, as mentioned previously, maximum likelihood estimation was used for the current study based on the characteristics of the data and since this is the most common method. Model fit is assessed mostly through the calculation of fit indices, R-square values, standardized residuals, t-values, and path values. The fit of a model is a

87 representation of how well the model fits the data through explaining the observed covariance. Kline (2005) mentioned that it is rare for a model to fit the data perfectly. Therefore, model fit is assessed through a variety of sources of evidence where a judgment call can be made. Many different fit indices are available and consequently many different recommendations exist in regards to their use. For the current study, the recommendations given by Hu and Bentler (1998, 1999) and Kline (2005) were used where a combination of various fit indices such as the chi-square, SRMR, RMSEA, and CFI were calculated along with R-square values, standardized residuals, t-values, and path values to assess model fit. The cut-off criteria for the fit indices were those recommended by Hu and Bentler (1998, 1999) as shown in following table. This method of assessing model fit is considered to be the best current recommendation. Table 3.8 Cut-off Criteria for Fit Indices (Hu & Bentlet. 1998, 1999) Fit Index Cut-off Value Chi-square Non-significant RMSEA < .06 (.05) CFI > .95 TLI > .95 SRMR < .08 (.10) Note. RMSEA = Root Mean Square Error of Approximation; CFI = Comparative Fit Index; TLI = Tucker-Lewis Index; SRMR: Standardized Root Mean Square Residual.

The final step in the process is model respecification. Respecification may be performed when the model is thought to not fit the data well based on the assessment of model fit. Many times modifications to the model are warranted such as deleting unnecessary paths and adding paths that are needed (Kline, 2005). It is important that all modifications done to the original model are based on what is shown through theory rather than simply to create a well fitting model. For almost every dataset there is a model that can be created to fit it and subsequently can be modified to fit it, but without a supporting theoretical basis the resulting model reveals nothing of value. It is also important that the researcher discuss all post-hoc modifications done to the original hypothesized model including the rationale for each modification based in theory so that the results can be interpreted within this context.

88

The Second Phase Theoretical Framework Acquisition Eight structures of the CVA in conjunction with the three research objectives were used as theoretical framework. Semi-structure interview was employed to help explain phenomenon, as Morse (2003) mentioned, that had arisen from the first phase. The main purpose is to acquire more explanation, description, and interpretation of appropriateness, relationships, and structure of the models emerged from 996 samples. Protocol of semi-structure interview was developed before implement in participated key informants. Data collection was ensured trustworthiness through credibility and reliability, and then the data was analyzed according to grounded theory. Methodology following this theoretical framework was respectively explained below. Semi-structure Development Semi-structure interview was developed to describe the eight structures of the CVA based on key informants’ perspectives. The major purpose of the interview was to interpret and explain the structural model of Thailand sports organizational effectiveness. The one-on-one interview was systematically conducted in three steps, following the research objectives. First step of the interview has focusing to introduce the CVA. Graphical confirmatory factor analysis of organizational effectiveness, revealed from the first phase, was given to informants. The informants were asked to define organizational effectiveness with open-ended question. Then they were asked their agreement of each loading factor and correlation among eight structures. This helped to open up dialogue during the interview. This method has been shown to be useful in getting informants to talk and open up during interviews (Darbyshire et al. 2005 ; Freeman & Mathison. 2009 ; Morrow. 2001 ; Christiana. 2012). This step was based on the first research objective. In the second and third steps, measurement model and structural model from the first phase were discussed respectively. These steps were collaborating to the second and third research objectives. Measurement model, that emerged from each scale of the eight structures, was discussed the applicability. Structural model of

89 organizational effectiveness was presented to key informants, to asked their understanding on the relationship among latent factors within the model (both X and Y models). Depictions of both models were given to key informants before the dialogue began. Each interviewee had opportunities to express their opinion on how each scale affected the structure in the CVA for organizational effectiveness. Those key informants were freely allowed to constructively elaborate their empirical perceptions, but the interviewer attentively probed the interviewees’ response on the aspects of their involvement in the described scales. Details and/or an example related to describe scales and latent factors given by key informants were encouraged. This interview was intended to constructively acquired information that explaining the models. As part of the interview, informants were asked to indicate demographic information (i.e., age and gender), job information (i.e., title and number of years at current job), and distinguish recognition through informal dialogue. Furthermore, the interview protocol was in Thai, but it was translated using forward-backward translation by same translator in the first phase for publication purpose (Appendix G : 199 - 210). Key Informants Recruitment Key informants were recruited based on Theoretical sampling for three fold advantages: 1) discover categories and constituencies properties to emerge a CVA theory (Glaser & Strauss. 1967); 2) gain a deeper understanding of analyzed this constituency and; 3) facilitate the development of analytic frame and concepts of the CVA. Furthermore, Kvale (2007) suggested that a sample size of around 20 is considered “common” in qualitative interview research to reach data saturation. A sample that is too large can lead to less in-depth interviews and analysis of the data. Assessment of data saturation was ongoing and revealed that there was a lull in the amount of new information being provided by participants by around the 18th interview with the amount of new information continuing to decrease through the last six interviews. However, a sample size in theoretical sampling depends on 1) accessibility and availability of resources, and 2) goals, energy, and schedule of the research, the researcher must decide the number of sites observations and interviews to be analyzed (Strauss & Corbin, 1990). Thus, a sample size in this research was decided by four criteria: 1) having at least 30 years old and/or 10 years experiences in sports organizations; 2) holding master qualified in sports and exercise or physical education;

90 3) being well recognized from colleagues either from supervisor, co-worker, and subordinator; and 4) having accessibility and availability of key informants for the interview. Data Collection and Responsiveness Seventeen candidates were qualified first three criteria based on the previous four criteria. They were each three from volleyball, tennis, and soccer, each four from Muaythai, and track & field. Then, the researcher informal invited them for participated the interview by phone and face-to-face. Nine of them were not available for interview during January of 2014 because different individual reasons. Lastly, only eight candidates were available for the interview as key informants. Characteristic of key informants were described in chapter four. Private appointments were separately scheduled for interviewing during two weeks in January of 2014. Once key informants had appointed, each interview was set up in private and quite environment. The interview was begun with informed of consent and described the interview protocol. All key informants were asked to voluntary completed the Consent Form (Appendix G : 199 - 210) with signatures in two copies then each one was kept by key informant and researcher. Next, researcher individually interviewed all key informants by face to face. The interview took a more conversation-style of questioning as the main purpose was to provide an opportunity for an introduction between the CVA and the key informants and to help guide the one-on-one interview. The interviews lasted approximately 45 to 60 minutes and were audio recorded and transcribed. After three days of the interview, transcription was by e-mail to each key informant for reviewing. In the end of the interview, all informants were awarded a CRU Sport Management souvenir for their participation. Importantly, qualitative approach in this study was rigorously conducted with credibility and reliability to ensured trustworthiness. Credibility was elaborated from three components. First, according to Patton (2002), researcher is very confident. My thirteen years background in sports science and sports medicine gives me a personal insight into the organizational culture of Thai sports associations. I affiliated with relevant government and private sports organizations i.e. Technical Staff of the Universiade 2007 Organizing Committee, Sports Authority of Thailand, International Federation of

91 Muaythai Amateur, TRIA Integrative Wellness Center, and currently at Chandrakasem Rajabhat University. I have free conflict of interest and benefit from the organizational samples. These have undoubtedly influenced the bias of this study both positively and negatively. Furthermore, I had trained nearly fifty hours for interviewing both in Thai and English among Taekwondo players, sports administrators, referees, and University lecturers before conducted this interview. I have learned how to control interviewees to respond the valid answer following the multidimensional model of leadership (Chelladurai. 1990). Second, interview protocol was transparency. It was standardized among key informants with same procedure. Step-by-step interview following the interview protocol was conducted for every eight key informants. The interview was begun when the key informant had read last page of the interview protocol, without interruption. This ensured that key informants have their own idea for answering. Third, the interview protocol was trial before data collection among each one informant from bowling, weight lifting, and basketball association. These ensure standardized when implementing in the eight key informants. In terms of reliability, all key informants were been transcribed with pseudonym and kept original tone and voice. Then researcher conducted coding approach according to Struss (Strauss & Corbin. 1990). This ensures reliability in qualitative research suggested by Seale (1999). Data Analysis Data in the second phase was analyzed according to grounded theory that endeavored to integrate the strengths inherent in quantitative methods with qualitative approaches. As one of the most provocative controversies surrounding grounded theory involves a methodological split between its co-originators, Glaser and Strauss (Walker & Myrick. 2006). It was argued that the primary intervention into the data is coding. Strauss and Corbin (1990) seem to have subsumed the coding procedures under the methods and techniques they advance. In a sense, they would appear to have elevated their use of tools, paradigms, and matrices to a place above the constant comparative method. Thus, coding approach developed by Strauss was used in this study. Strauss’s coding divides the process into three phases and labels them open, axial, and selective (Strauss & Corbin. 1990). Open coding is the process of selecting

92 and naming categories from the analysis of the data. It is the initial phase in data acquisition and relates to describing overall features of the phenomenon under study. Variables involved in the phenomenon are identified, labels, categorized and related together in an outline form. The properties of a category are described or dimensionalized at this phase. This involves placing or locating the property along a continuum with a range of possible values. Axial coding is a step that is a key to Strauss’s version. The purpose of axial coding, according to Strauss and Corbin (1990), is to put the fractured data back together in new ways “by making connections between a category and its subcategory” (p. 97). This connecting is accomplished through the use of a coding paradigm, which focuses on three aspects of the phenomenon: the conditions or situations in which phenomenon occurs; the actions or interactions of the people in response to what is happening in the situations; and, the consequences or results of the action taken or inaction (Strauss & Corbin. 1998). During axial coding, categories in relationship to other categories and their subcategories have to carefully understand. The purpose is to delineate and extricate relationships on which the axis of the category is being focused (Strauss. 1987). Three points need clarifying with respect to axial coding and the coding paradigm. First, it is interesting how Strauss and Corbin (1998) have afforded the paradigm such status within their methods. As Dey (1999) asked, “Is this privileged status of this paradigm not paradoxical given the emphasis on emergence and discovery in grounded theory?” (p. 107). This is a poignant question that is not readily answered, except when Strauss and Corbin (1998) suggest, “The paradigm is nothing more than a perspective taken toward the data, another analytic stance that helps to systematically gather and order data in such a way that structure and process are integrated” (p. 128). Yet, perspective or not, Strauss and Corbin have previously made their position clear regarding the importance of the paradigm, given that both editions of Basics of Qualitative Research (1990, 1998) devoted entire chapters to axial coding and the implementation of the coding paradigm. The second point is that it could be argued that the coding paradigm incorporates most of Glaser’s (1978) 18 coding families (Dey. 1999). In reviewing the list of the codes Glaser proposes, many could be subsumed by the coding paradigm, especially if you recall that dimensionalization of properties was to be accomplished in

93 open coding. Could this have been the goal of Strauss’s work? Did he intend to simplify or bring clarity to the vagueness of Glaser’s 18 coding families? Notwithstanding, it is odd that Strauss (1987) made no direct reference to Glaser’s earlier work in Theoretical Sensitivity, nor has he explained why he changed both the procedure (theoretical coding to axial coding) and the timing of the procedure (axial coding before selective coding). Remember that Glaser has placed theoretical coding after selective coding, whereas Strauss has placed axial coding before selective coding. If the coding paradigm was to replace the theoretical codes, why did Strauss and Corbin change the original order? The answer is not clear; however, it does seem that, in some ways, Strauss and Corbin have made the entire data analysis process more obvious but markedly more complex in terms of actual procedures. The third point of clarification, which requires some discussion, involves the issue of verification within the grounded theory method. With respect to axial coding, Strauss and Corbin (1990) have made a number of references to validation, verification, checking, and deductive thinking. These terms, as traditionally used, seem intuitively inconsistent with a philosophy of emergence Recall that in Glaser and Strauss’s (1967) original work, they confronted the doctrine of verification, stating Selective coding, the final of Strauss and Corbin’s (1990) three-phase method, is the “process of integrating and refining the theory” (p. 143). To accomplish this final task, the analyst selects a core category and then relates all other categories to the core as well as to the other categories. Selective coding is similar to axial coding, in which the categories are developed in terms of their properties, dimensions, and relationships, except that the integration occurs at more abstract level of analysis (Strauss & Corbin. 1990). Strauss’s use of selective coding should not be confused with Glaser’s. In conclusion, this process focuses on selectively coding around a core variable that has been identified in the data.

94

The Integration Phase As stated previously, the quantitative phase and the qualitative phase were each conducted separately. Each phase included separate data collection and analysis as is consistent with the sequential explanatory mixed-methods design (Creswell. 2003 ; Greene. 2007 ; Morse. 2003). The integration of quantitative and qualitative data was performed in two places during the study; at the beginning of the qualitative phase and during a separate integration phase. Following the completion of the quantitative phase, the results from this phase were used to inform the final design of the qualitative phase. Modifications to the qualitative phase were minor and consisted of adding probing interview questions related to the results of the quantitative phase concerning the conceptual theoretical model. It is important to note that simply because modifications were made to the qualitative phase based on the results of the quantitative phase that both phases were still given equal weight and priority. This means that the qualitative phase was still conducted as it has been explained in the previous section, but that modifications were allowed given the results from the quantitative phase. This is different from the qualitative phase being developed entirely from the results of the quantitative phase as is more common in the sequential explanatory design (Creswell. 2003 ; Morse. 2003). In the latter, the qualitative phase only exists to support the quantitative phase and to help explain any confusing results. For the current study, the qualitative phase still provided this same information along with the rich description that is available with qualitative data to provide greater context within which to view the quantitative data. The third phase of the study was the data integration phase. The integrated data analysis consisted of a discussion of the results of the two research phases while paying particular attention to convergence and dissonance of the quantitative and qualitative data. Greene (2007) has noted that convergence, consistency, and corroboration of data are often paid too much attention in data analysis compared to divergence and dissonance which are just as important and can lend just as much to the results of the analysis. In a review of mixed methods evaluation studies, Greene, Caracelli, and Graham (1989) found that out of fifty seven studies only five integrated the quantitative and qualitative data during the analysis. It is common for data

95 integration to occur only in the discussion and conclusion sections following the separate analysis of different forms of data in the results section. Another approach that was considered to integrate the data would have involved the transformation of the quantitative data to a form that could be analyzed qualitatively. Data transformation has been described as a procedure to either numerically code qualitative data to transform it into a quantitative form or to transform quantitative data into narrative form to allow for qualitative thematic analysis (Creswell. 2003 ; Greene. 2007). Data transformation is usually seen as a method of data integration for concurrent mixed-methods designs (Creswell. 2003 ; Greene. 2007), however it has also been described as a third feature of mixed-methods designs that is separate from sequential and concurrent (Greene. 2007 ; Teddlie & Tashakkori. 2006). Data transformation was determined to be a weaker approach to integrating the data for the current study given the data collected in each phase and the potential loss of information that would have occurred as quantitative data was transformed to qualitative or vice versa.

Chapter 4 Results and Findings This chapter describes the results of both the first and second phase in previous chapter. Quantitative results are presented in the first phase. The finding will be presented in corresponding with three research objectives; first, to determined factors of scales within the structure of the Competing Value Approach (CVA), second, to drawn a latent structure of the CVA for identifying sports organizational effectiveness, and third, to examine the intercorrelations among latent structure of the CVA. Confirmatory factor analysis, both first and second-order, and structural equation model were employed as analytical tools at the first phase. Results in second phase were qualitative results. The qualitative results yield more descriptive explanation beyond the first phase’s results. All results and findings are presented in the followings. 1. Structures of scales results towards structure equation model (SEM) of Competing Value Approach (CVA) for developing sports organizational effectiveness, namely SEM results. In this section, the quantitative analysis aim to produce a SEM for CVA for developing sports organizational effectiveness. In order to do that, the researcher has several steps implemented; a sample demographical analysis, a data preparation and screening process, a scale reliability analysis, and final step is an estimation process. For estimating model, the research has to follow three different steps; the measurement model for CFA, second-order measurement model, and the structural model. 2. Understanding and implementation of CVA for developing sports organizational effectiveness, namely Perception results. This section is a qualitative analysis result by nature. Therefore, thick description and narrative style of reporting are presented. This section comprises of key informant demographic information, understanding of different factors in organization effectiveness, explanation as well as interpretation of organizational effectiveness structural equation model.

97

SEM Results Description of Quantitative Sample Demographics of quantitative sample were presented in six categories. Gender, age, job position, work duration, affiliated sports association, and constituency groups have classified in terms of frequency and percentage based on their characteristics. The average age of the sample was 35.15 years (SD = 12.81). Of the 996 samples, the majority was male (50.9%) and student (19.2%). The average work duration was 12.60 years (SD = 8.18). In terms of constituency group, spectator (costumer) was the majority participants (45.2%) and Tennis was the most affiliated sports association among them (44.3%). The results of the descriptive statistics of the first phase participants are presented in following table. Table 4.1 Descriptive Statistics of Demographic Characteristics of First Phase Sample (n = 996) Demographics Classification Frequency Percent (%) Male 507 50.9 Gender Female 489 49.1 98 9.8 18 to 20 years 21 to 30 years 327 32.8 31 to 40 years 237 23.8 Age 41 to 50 years 180 18.1 51 to 60 years 151 15.2 Older than 60 years 3 0.3 Other 110 11.0 Consultant 52 5.2 Administrator 151 15.2 Job Position Director of Department 131 13.2 Director of Division 128 12.9 Chef 44 4.4

98 Table 4.1 (continue) Demographics

Classification Official Staff Job Position Temporary Staff Student Equal 1.0 years 1.1 to 5.0 years 5.1 to 10.0 years 10.1 to 15.0 years 15.1 to 20.0 years Work Duration 20.1 to 25.0 years 25.1 to 30.0 years 30.1 to 35.0 years 35.1 to 40.0 years More than 40.1 years Volleyball Affiliated with Tennis Sports Association Muaythai (allow for multiple Soccer answers) Track & Field Representative from Ministry Board Member Representative from School Representative from University Constituency Group Representative from Government Agency Representative from Sport Associations Representative from NOCT Representative from IFs

Frequency 136 53 191 31 175 222 291 158 48 20 22 29 0 425 441 424 419 397 2 10 180

Percent (%) 13.7 5.3 19.2 3.1 17.6 22.3 29.2 15.9 4.8 2.0 2.2 2.9 0.0 42.7 44.3 42.6 42.1 39.9 0.2 1.0 18.1

54

5.4

1

0.1

20

0.3

1 3

0.4 2.0

99 Table 4.1 (continue) Demographics

Constituency Group

Total

Classification Employee Permanent/temporary Staff Player Official Volunteer Sponsor Media Spectator (Customer) Other

Frequency 4 20 155 55 20 4 7 450 10 996

Percent (%) 15.6 5.5 2.0 15.6 2.0 0.4 0.7 45.2 1.0 100.0

Data Screening and Preparation In structural equation modeling (SEM), it is important to screen data before conducting analyses to check for missing data, multivariate outliers, univariate and multivariate normality, and multicollinearity (Kline, 2005). Since SEM is a correlational research method that relies on correlations among variables to calculate parameter estimates, data screening procedures are important to ensure that computations are successful and logical. The screening and preparation procedures conducted in this study are described below. 1. Missing Data As mentioned in the previous chapter, cases with 90% or better completeness on the questionnaire were included in the final dataset. None of all cases in the questionnaires were excluded because all of them had less than 10% missing data. Full-information maximum-likelihood estimation (FIML), as it is the default method of handling missing data in Mplus 5.21 and has been shown to be a suitable method, was not necessary for utilized when data are either missing at random or missing completely at random (Arbuckle. 1996 ; Enders & Bandalos. 2001). Given that the missing data were widely spread throughout cases and no patterns of missingness could be found, the missingness assumption was considered met.

100 Listwise deletion also was not utilized in this study since it is generally considered a weaker method of handling missing data compared to FIML (Arbuckle. 1996 ; Enders & Bandalos. 2001). Pairwise deletion is another method of handling missing data, but was not considered given that it is regarded as an unacceptable method for SEM analyses (Kline. 2005). 2. Multivariate Normality Maximum likelihood estimation procedures (including FIML) assume multivariate normality of the data which is that the joint distributions of all combinations of variables are normal (Kline. 2005). Univariate normality, which is assessed first, is considered to be a necessary but not sufficient condition for multivariate normality. Univariate normality was assessed for each variable by examining the skewness and kurtosis values. Values outside of the absolute value of two were considered to indicate non-normality. The means, standard deviations, skewness, and kurtosis values of each variable included in the SEM analysis are provided in following table. All variables from the questionnaires were normally distributed. Table 4.2 Univariate Summary Statistics of the 60-Scales (n = 996) Variables Flexibility F1) The organization is seeking opportunities to develop the sport (e.g., volleyball, tennis, muaythai, soccer, or track & field). F2) The board is receptive to suggestions for change. F3) The organization monitors and responds to changes in constituents' (e.g., coach, players, institutions, media, school, or government) expectations. Resources R1) The organization attracts satisfactory numbers of players. R2) The organization attracts satisfactory numbers of referees. R3) The organization attracts satisfactory numbers of volunteer workers. R4) The organization attracts satisfactory numbers of coaches. R6) The organization gains substantial private sector sponsorship.

M

S.D.

Skewness

Kurtosis

3.82 3.64

.710 .881

-.007 -.551

-.482 .293

3.79

.802

-.316

-.302

3.65

.915

.077

-.428

3.35

.915

.077

-.428

3.06

1.126

.376

-1.238

3.81

.967

-.671

-.097

3.76

.802

-.696

.201

101 Table 4.2 (continue) Variables R7) The organization is able to acquire funds from a variety of sources. R8) The organization is successful at attracting spectators. R10) The organization has adequate facilities for all levels of competitions. Planning P1) The strategic plan of the organization includes clear actioning. P2) The strategic plan of the organization includes clear and attainable objectives. P3) The organization regularly engages in long-term strategic planning. P4) The strategic plan includes vision for the future. P5) The organization regularly evaluates its performance based on the strategic plan. P6) The strategic plan includes identification of how the plan can be resourced. P7) The organization regularly reviews the strategic plan. P8) The strategic plan includes performance measures. P9) The organization attempts to include the views of all constituent groups. Productivity PR1) The organization achieves the goals specified in its strategic plan. PR2) The organization is successful at providing services that meet the expectations of players. PR3) The organization is successful at providing services that meet the expectations of coaches. PR4) The organization is successful at providing services that meet the expectations of volunteer workers. PR5) Organizational decisions are made efficiently at board level. PR6) The organization is able to maximize the use of its financial resources. PR7) The organization is able to maximize the use of its human resources. PR8) The organization is successful at providing services that meet the expectations of spectators. PR9) The board of the organization focuses on the management and direction of the sport (e.g., volleyball, tennis, muaythai, soccer, or track & field).

M

S.D.

Skewness

Kurtosis

3.27 3.82

.966 .939

.109 -.514

-.857 -.409

3.61

.919

-.204

-.532

3.46

.948

-.049

-.502

3.34

1.126

-.232

-.665

3.85 3.95

.841 .825

-.421 -.469

-.152 -.189

3.34

.782

.442

.002

3.29 3.09 3.52 3.25

.787 .810 .737 .740

.296 -.051 -.137 .257

-.003 .576 -.199 .191

3.11

1.043

.056

-.528

3.64

.790

.048

-.535

3.15

.897

.305

-.413

3.20

.996

-.252

-.239

3.79

.804

-.440

-.132

3.93

.810

-.481

-.049

3.53

.827

-.336

-.499

3.43

.893

.101

-.580

3.71

.769

-.279

-.210

102 Table 4.2 (continue) Variables PR10) The organization is successful at increasing affiliated membership numbers. PR11) The organization is successful at providing services that meet the expectations of referees. PR12) The organization utilizes current information technology. PR13) The executive director (or its equivalent) is empowered with authority to make operational decisions. PR14) Equipment and facilities for the sport (e.g., volleyball, tennis, muaythai, soccer, or track & field) are adequately provided by the organization. Availability of Information AI1) The organization communicates well with affiliated province-level sports organizations. AI3) The organization is successful at gaining feedback from constituent groups. AI4) The organization communicates well with other sports organizations. AI5) The organization communicates well with government agencies. Stability S1) The organization has good retention rate of coaches. S2) The organization has good retention rate of volunteer workers. S3) The organization has good retention rate of players. S4) The organization is able to protect and promote the growth of the sport. S5) The organization has good retention rate of referees. S6) The organization is able to maintain a consistently good public profile. S7) The board of the organization is able to maintain consistency in administrative directions and decision making. S9) The organization is able to maintain sound financial operations. Cohesive Workforce CW1) The organization has an adequate reward and recognition system for referees. CW2) The organization has an adequate reward and recognition system for coaches.

M

S.D.

Skewness

Kurtosis

3.67

.763

-.189

-.278

3.42

.714

-.015

-.275

3.74

.734

-.288

-.151

3.49

.708

.201

-.234

3.36

.984

-.647

.011

3.46

.936

-.035

-.507

3.25

.818

.130

-.254

3.22

.803

.348

-.258

4.22

.714

-.489

-.454

4.03

.801

-.551

-.109

3.54 3.58

.931 .883

-.499 -.363

.113 .070

3.56 3.34

1.101 1.099

-.460 -.119

-.567 -.577

3.89

.964

-.828

.435

3.69

.933

-.250

-.602

3.54

.855

0.49

-.280

4.14

.745

-.580

.266

3.97

.659

-.049

-.453

103 Table 4.2 (continue) Variables CW3) The organization has an adequate reward and recognition system for volunteer workers. CW4) The organization has an adequate reward and recognition system for players. CW5) The organization has minimal interpersonal conflict among all workers including paid staff and volunteers. CW6) Professional staff and volunteers are working collectively toward achieving common goals. CW7) Paid staff receives adequate compensation. Skilled Workforce SW1) The organization effectively adopts a formal performance appraisal process for professional staff. SW2) The organization appoints professional staff members based on their professional knowledge, skills, abilities, and contributions. SW3) The organization encourages and supports further professional training and development for its staff. SW4) The organization appoints board members based on professional knowledge, experience, and achievement. SW5) The organization has an adequate reward and recognition system for its referees. SW6) The organization conducts appropriate training and development for its coaches. SW7) The organization has an adequate reward and recognition system for its volunteer workers.

M

S.D.

Skewness

Kurtosis

3.95

.681

-.169

-.232

3.19

1.023

-.199

-.317

3.44

1.124

-.432

-.680

3.68 3.64

.888 .812

-.380 .106

-.540 -.667

3.31

1.051

-.166

-.623

3.72

.955

-.252

-.499

3.62

.900

-.286

-.668

3.16

1.057

.004

-.566

3.46

.835

.229

-.424

3.44

.876

.102

-.431

3.48

.867

.053

-.488

3. Multicolinearity To check for multicollinearity between any of the variables in the analysis, the correlation matrix of the 60 variables was examined. The correlation matrix consisting of 1,770 bivariate correlations showed no correlations above the cut-off of .80 that is generally accepted. Overall measure of sampling adequacy indicated appropriateness of these variables for factor analysis (KMO = .935, Bartlett’s test of Sphericity = 71818.161, p = .000). The full correlation matrix is available by contacting the researcher. Furthermore, bivariate multicollinearity was checked by investigating the correlation matrix for all extracted factors (Table 4.3). According to Kline (1998), the

104 correlation estimates among latent variables should be less than .85 in order to avoid the problem of bivariate multicollinearity in SEM. In the current data set, correlation coefficient estimates ranged from .19 to .84. Therefore, there was no multicollinearity problem in this study.

Flexibility Resources Planning Productivity Availability of Information Stability Cohesive Workforce Skilled Workforce

1 .56 .49 .34 .50 .28 .29 .34

1 .28 .20 .28 .19 .32 .24

1 .43 .84 .45 .40 .48

1 .42 .37 .28 .49

1 .45 .40 .48

1 .23 .43

Cohesive Workforce Skill Workforce

Stability

Availability of Information

Productivity

Planning

Resources

Extracted Factor

Flexibility

Table 4.3 Correlation Matrix of All Extracted Factors

1 .33

1

Table 4.3 presented the intercorrelations for the eight factors extracted from the current data. All these factors, designed to measure various aspects of organizational effectiveness, were significantly intercorrelated (p < .001). As expected, the dimensions within each theoretical cell correlated, for example, flexibility and resources (r = .56), productivity and planning (r = .43), stability and information (r = .45), and cohesive workforce and skilled workforce (r = .33). The correlations between the cells in opposing and neighboring quadrants were also significant. This is not surprising, given that the quadrants represent aspects of organizational effectiveness. For example, the correlations between productivity and stability and productivity and flexibility were r = .37 and r = .34, whereas stability and flexibility correlated at .28. The highest correlations was between planning and availability of information (r = .84). The lowest correlations present among the factors was between stability and resources (r = .19).

105 Scale Reliability As measured by Cronbach’s alpha, the reliability of eight of the scales is high, ranging from .76 to .91. The mean, standard deviation, and Cronbach’s alpha for each of the scales is provided in following table. Table 4.4 Descriptive Statistics and Internal Reliability for Total 60-Scales Scores (n = 996) M S.D. Alpha Scale (# scales) Flexibility (3) 3.75 .80 .76 Resources (8) 3.54 .94 .94 Planning (9) 3.46 .84 .91 Productivity (14) 3.51 .84 .91 Availability of Information (4) 3.54 .82 .79 Stability (8) 3.65 .95 .87 Cohesive Workforce (7) 3.72 .85 .88 Skilled Workforce (7) 3.45 .93 .82 Estimation Procedures The hypothesized relationships of the eight individual structures and the intercorrelations among the latent structures of the CVA were examined using structural equation modeling (SEM) techniques for a full structural model. This analysis was conducted using the two-step approach described by Anderson and Gerbing (1988) beginning with estimation and modification of the measurement models using confirmatory factor analysis (CFA) followed by estimation of the hypothesized structural components of the second-order measurement model. Both measurement models and structural model were analyzed on the covariance matrix of all observed variables and extracted factors to ensure the “fit” of the models, rather than their correlation matrix. Broadly speaking, a path model (really, any SEM model) provides an explanation for the observed covariances among a set of variables (Bandalos. 2002). All analyzed were using Mplus 5.21 and SPSS 17.0.

106 1. Estimation of the Measurement Model through CFA The covariance matrix of all observed variables was used to analyze the measurement model which consisted of eight latent factors. Measurement model (Figure 4.1) was done by fixed factor loading approach. Eight latent factors, flexibility, resources, planning, productivity, availability of information, stability, cohesive workforce, and skilled workforce, were represented by their respective sixty observed variables from each subscale of CVA. The lambda coefficient or factor loading was set to one. Then, CFA was used to loading eight latent factors onto a latent structure termed Organizational Effectiveness. All of the measurement scales were coded to expect positive factor loadings. The original measurement model (with all factors set to correlate) was estimated and all scales loaded onto their respective factor and were all significant (Table 4.5). The R2 values indicated that twenty-four observed variables did not contribute adequately to uniquely explaining the variance of their respective latent factors. Scales F2, R8, P4, P7, P8, P9, PR1, PR2, PR3, PR4, PR6, A3, A5, S1, S2, S3, S5, S6, CW1, CW4, CW5, SW2, SW3 and SW4 had poor performance (R2 between .104 and .390). However, poor performance scales were kept for subsequent analyses to operationalized the structure of the original CVA for sports organizational effectiveness in Thailand. Thirteen other observed variables had R2 values below .50, indicating relatively poor ability to uniquely explain the variance of their respective latent factors. Only twenty-three from sixty observed variables had R2 values greater .50. Fit indices indicated relatively poor fit (Scaled χ2 = 35236.266, p = .001; RMSEA = .142; CFI = .532; TLI = .507; SRMR = .139). Modification indices were then examined for possible ways to improve the fit of the model. Four substantive modifications were made to the model, and their respective effects are presented in Table 4.6. These modifications involved allowing AI1 to correlate with P1; CW4 to correlate with PR4; SW4 with PR1, and R7 to correlate with R4. The final modified measurement model was analyzed and examination of fit indices revealed an improvement, but still poor model (Scaled χ2 = 28443.776, p = .001; RMSEA = .127; CFI = .626; TLI = .606; SRMR = .164).

107

F1 F3

R1 R8

P1 P9

Flexibility

Resources

Planning

PR1 PR14

AI1 AI4

S1

Productivity

Availability of Information

Stability

S8

CW1 CW7

SW1 SW7

Cohesive Workforce

Skilled Workforce Figure 4.1 Depiction of Measurement Model

108 Table 4.5 Parameter Values for Original Measurement Model Variables Flexibility F1 F2 * F3 Resources R1 R2 R3 R4 R6 R7 R8 * R10 Planning P1 P2 P3 P4 * P5 P6 P7 * P8 * P9 * Productivity PR1 * PR2 * PR3 * PR4 * PR5 PR6 * PR7 PR8 PR9 PR10 PR11 PR12

Standardized Factor Loading

t

S.E.

R2

.765 .610 .743

53.35 30.32 48.747

.014 .020 .015

.585 .372 .551

.738 .948 .927 .640 .739 .945 .624 .803

49.213 232.500 178.632 33.294 49.400 222.199 31.384 67.815

.015 .004 .005 .019 .015 .004 .020 .012

.544 .899 .859 .410 .546 .892 .390 .645

.985 .735 .633 .556 .669 .730 .571 .588 .468

710.108 50.582 33.447 25.521 38.315 49.413 26.835 28.443 18.960

.001 .015 .019 .022 .017 .015 .021 .021 .025

.970 .540 .401 .310 .447 .532 .326 .346 .219

.565 .563 .473 .518 .649 .558 .695 .681 .669 .679 .793 .648

24.656 24.497 18.295 21.172 32.943 24.126 39.049 37.083 35.482 36.764 59.690 32.788

.023 .023 .026 .024 .020 .023 .018 .018 .019 .018 .013 .020

.319 .317 .224 .269 .421 .312 .482 .464 .448 .461 .628 .419

109 Table 4.5 (continue) Variables PR13 PR14 Availability of Information AI1 AI3 * AI4 AI5 * Stability S1 * S2 * S3 * S4 S5 * S6 * S7 S9 Cohesive Workforce CW1 * CW2 CW3 CW4 * CW5 * CW6 CW7 Skilled Workforce SW1 SW2 * SW3 * SW4 * SW5 SW6 SW7

* Poor performance scales

Standardized Factor Loading .680 .696

36.953 39.193

.018 .018

.463 .484

.987 .594 .637 .462

450.434 28.886 33.800 18.530

.002 .021 .019 .025

.975 .352 .406 .214

.544 .515 .610 .706 .554 .524 .727 .916

23.865 21.687 29.948 43.001 24.699 22.357 47.035 148.940

.023 .024 .020 .016 .022 .023 .015 .006

.296 .266 .373 .499 .307 .275 .529 .840

.451 .990 .991 .399 .463 .875 .788

17.761 766.643 769.906 14.895 18.491 115.401 64.811

.025 .001 .001 .027 .025 .008 .012

.203 .981 .981 .159 .214 .765 .621

.710 .323 .450 .354 .871 .870 .835

40.835 10.831 16.817 12.114 87.012 86.267 71.793

.017 .030 .027 .029 .010 .010 .012

.504 .104 .203 .125 .759 .756 .698

t

S.E.

R2

110

The independence model confirmed the presence of intercorrelations in the data and therefore their suitability for CFA analysis, χ2 (1698, n = 996), 29695.232, p < .001. The data provide low support for the hypothesized model (see Table 4.6) and the χ2 difference test indicated a significant improvement in fit between the hypothesized model and the independence model, χ2 (1694, n = 996), 27478.210, p < .001 (see Figure 4.2). Model respecifications were examined using Schumacker and Lomax’s (1996) recommendation that a substantive basis be the criteria for change rather than statistical advantage alone. Three substantive modifications were made to the model, and their respective effects are presented in Table 4.6. These modifications involved allowing resources to correlate with flexibility; cohesive workforce to correlate with flexibility, and cohesive workforce with resource. The final model provided a moderate fit of the data to the model (Scaled χ2 = 27478.210, p = .001; RMSEA = .129; CFI = .640; TLI = .624; SRMR = .175). Examination of the standardized residuals covariance matrix revealed no significant discrepancy between the sample and the implied covariances matrices. All the manifest factors loaded significantly onto organizational effectiveness. The variable with the highest loading were availability of information and stability (.98) followed by planning (.96), productivity (.84), flexibility (.75). The variables that contributed least to the solution were skilled workforce (.57) and cohesive workforce (.53) and resources (.38).

111

Flexibility .82 Resources Planning

.75 .38 .96

.94

.44

Productivity Availability of Information Stability Cohesive Workforce

.84 .98

Organizational Effectiveness

.98 .53 .57

Skilled Workforce

Figure 4.2 Depiction of Confirmatory Factor Analysis for Organizational Effectiveness Table 4.6 Fit Indices for Measurement Models and CFA Models Model df Scaled χ2 RMSEA CFI TLI SRMR 1. Original proposed 1682 35236.266 .142 .532 .507 .139 measurement model 2. Final modified 1678 28443.776 .127 .626 .606 .164 measurement model 3. CFA for OE model 1698 29695.232 .129 .609 .593 .173 4. Final modified CFA for 1694 27478.210 .124 .640 .624 .175 OE model Note. RMSEA = Root Mean Square Error of Approximation; CFI = Comparative Fit Index; TLI = Tucker-Lewis Index; SRMR: Standardized Root Mean Square Residual. *p < .05.

112 2. Estimation of the Second-order Measurement Model Covariance matrix extracted from previous measurement model was used to analyze the second-order measurement model. Measurement model was done by fixed factor loading approach (Figure 4.3). Four of the latent factors, flexibility, planning, availability of information, and cohesive workforce, were designated as latent indicators of second-order latent factor of means. Rest of four latent factors, resources, productivity, stability, skilled workforce, were designated as latent indicators of secondorder latent factor of ends. The lambda coefficient or factor loading was set to one. Input syntax in Mplus was shown in Appendix F (p.194 - 198). All of the measurement scales were coded to expect positive factor loadings. The measurement model (with all factors set to correlate) was estimated and all scales loaded onto their respective factor and were all significant. Fit indices indicated relatively moderate fit (Scaled χ2 = 427.114, p = .001; RMSEA = .147; CFI = .929; TLI = .896; SRMR = .094). Flexibility

Planning

Availability of Information

.49 .69

Means

.63

Ends

Productivity

.60 Stability

.40 Cohesive Workforce

.34

.99 .99

Resources

.71 Skilled Workforce

Figure 4.3 Depiction of Second-order Measurement Model 3. Estimation of the Structural Model In SEM, the fit of the structural model is tested similarly to that of the measurement model. Here, testing involves inclusion of the measurement model along with the structural model simultaneously. The structural model consists of paths

113 connecting latent factors according to the hypothesized relationships. In SEM, structural equations are produced similar to multiple linear regression analysis. The structural equations in SEM are estimated through path coefficient estimation. The results are given in Tables 4.7, 4.8 and 4.9. Table 4.7 presents the measurement equations for the structural model. All scales loaded onto their respective latent factor with statistical significance including the first order latent factors of eight structures within the Competing Value Approach on the second order means and ends factors. The factor loadings were all of an appropriate and expected magnitude. The R2 values ranged between .194 and .600. These values were consistent with the results from the testing of the measurement model alone. Table 4.8 presents the direct and indirect path coefficients for the model representing the hypothesized relationships for the study. The direct path coefficients are also depicted graphically in Figure 4.4. A direct path was statistically significant with the exception of the paths from means to ends (.92) with high correlation between planning and availability of information (.97). Means was hypothesized to be significantly related to ends of the structures in the model. This hypothesis was supported since the fit indices were accepted in Table 4.9. Flexibility

Planning .97 Availability of Information

.63

.44

.77 .77

Resources

.62

Means

.92

Ends

Productivity

.59 Stability

.51 Cohesive Workforce

.69 Skilled Workforce

Figure 4.4 Depiction of Structural Model

114 Table 4.7 Structural Model Measurement Equations Variables

lamda

Means Flexibility Planning Availability of Information Cohesive Workforce Ends Resources Productivity Stability Skilled Workforce

t

S.E.

R2

.633 .773 .774 .508

26.324 37.203 37.383 18.208

.024 .021 .021 .028

.401 .194 .597 .389

.441 .624 .581 .690

14.778 25.457 22.493 30.633

.030 .025 .026 .023

.600 .338 .258 .477

Table 4.8 Path Coefficients, t-values, and R2 Values for Hypothesized Structural Model (direct and indirect effect) Path to

Path from

Direct PC

t

Indirect PC t

Total PC

t

Means Ends Note. PC = Path Coefficient *p < .05.

R2 .841

.92

37.83*

-

-

.92

37.83*

Table 4.9 Fit Indices for Measurement Models and Structural Models Model df Scaled χ2 RMSEA CFI TLI SRMR 1. Second-order 19 427.114 .147 .929 .896 .094 measurement model 2. Structural model 18 311.087 .128 .949 .921 .062 Note. RMSEA = Root Mean Square Error of Approximation; CFI = Comparative Fit Index; TLI = Tucker-Lewis Index; SRMR: Standardized Root Mean Square Residual. *p < .05.

115

Perception Results Key Informants’ Demographic Information Eight key informants participated in this study. Each one key informant was affiliated with Tennis and Muaythai associations, while each two key informants were affiliated with volleyball, soccer and track & field associations. All of them were males. Their average age and experience were 42.00 years (SD = 11.42) and 21.88 years (SD = 10.70) respectively. Fifty percent of key informants earned M.PE. in Physical Education as well as M.Sc. in Sports Science while only one holds Ph.D. in Sport Management. Three key informants were recognized as board members while others were recognized in different positions. Demographic information of key informants are shown in the following table. Table 4.10 Key Informants’ Demographic Information (n = 8) Gender

Age / Experience (years)

1. Charles

Male

54 (33)

2. Arnold

Male

54 (30)

3. Eddy

Male

45 (29)

4. Stephan

Male

56 (35)

5. Ballack

Male

32 (12)

6. Pancaro

Male

32 (12)

Key Informants*

Education

Distinguished (Recognition)

Ph.D. (Sport Board Member Management) M.PE. (Physical Board Member Education) M.PE. (Physical Former National Education) Player M.PE. (Physical Board Member Education) Former National M.Sc. (Sports Futsal StaffScience) Coach U21-National M.Sc. (Sports Soccer StaffScience) Coach

Affiliated with sports association Volleyball Volleyball Tennis Muaythai Soccer

Soccer

116 Table 4.10 (continue) Key Informants*

Gender

Age / Experience (years)

Education

Distinguished (Recognition)

M.Sc. (Sports SAT# Sports Science) Science Expert M.PE. (Physical Former National 8. Edward Male 31 (12) Education) Sprinter *Key informants are identified by pseudonym. #Sports Authority of Thailand 7. Bryn

Male

32 (12)

Affiliated with sports association Track and Field Track and Field

Understanding of Different Structures which Influence Organizational Effectiveness Analysis of the qualitative data revealed that emerging themes fell into fours broad categories relating to a) definition of organizational effectiveness (OE), b) applicability of structure loading in Competing Value Approach for OE, c) explanation of structural model of OE, and d) implementation of structural model of OE. Key informants’ perspectives and standpoints were categorized in corresponding to those themes mentioned. Full coding of interview is available by contacting the researcher. 1. Definition of Organizational Effectiveness An interviewee revealed that the organizational effectiveness (OE) could be defined with diverse contexts. One board member of Muaythai mentioned the stability of sport organizations as the following quote. “…Stability of sports organization was integrated by many structures such as planning, satisfied product of organizational constituency groups, including good leader with incorruption, flexibility, seeking suitable resources for requirement of organization, and the rest of those structures…” (Stephan, Q1).

Based on his perspective, the OE can be defined as the management process by good leader through effective relationship to stable accomplishment. 2. Applicability of Influencing Structures in CVA for Organizational Effectiveness Before continue discussing about applicability of each structures in the CVA, key informants provided conclusion in their point of view. Flexibility, resources, planning, availability of information, stability, cohesive workforce, and skilled workforce were respectively alluded as follows.

117 2.1 Flexibility Charles, Arnold, Ballack, and Bryn agreed that all structures have crucial impact on OE. Pancaro supported implication of Flexibility because it reduced stress in working environment. Eddy and Ballack also claimed that flexibility with planning greatly impact to OE. Stephan contended that the OE depends on stability. However, three of them emphasized the problems of flexibility application. Ballack, Bryn, and Edward looked in an administrative system aspect which it has to be re-organized. A responsive organization has to be established according to the National Sports Development Plan. Furthermore, Bryn and Edward paid attention in solving the problems in skilled workforce that players need motivations, with appropriate compensation, when playing for the nation. Interestingly, Arnold gave term management instead flexibility. He explained that it is “…a process persuades person to work for achieving unique goal with flexibility…” (Arnold, Q2F). In terms of flexibility, Charles, Stephan, and Ballack have similar perspectives on how flexibility means to their associations. “…for flexibility, in volleyball association’s perspective, social responsibility activity should be added for fulfill constituent’s change. However, seeking to improve sports and acceptation of change in the association were existed…” (Charles, Q2F). “…in my perspective, I aware that all structures of the CVA affect to organizational effectiveness as a whole. Especially in Muaythai, achievement was mainly originated from stability. However, in flexibility, Muaythai association has been seeking opportunity to improve sports by promoted Muaythai in Olympic event since 2002. Now the most of the operations were completed and it has opportunity for success…” (Stephan, Q2F). “…first of all, we must looking to improve sports by develop coach, player, training, competition venue, sponsorship system, hosting of professional competition to meet international standard. Next, the resources that attract constituent will be acquired...” (Ballack, Q2F).

Once again, applicability of flexibility in the CVA should be noted that every structure was appropriated for induced sports organizational effectiveness, especially planning, seeking opportunities to develop the sport (flexibility), skilled workforce, and stability. It is found that, in Thailand context, the administrative system should be adjusted for reducing duplication and elevating standard of coaches, players, training,

118 competition venue, sponsorship system, and management of professional competition to meet international standard, including corporate social responsibility. 2.2 Resources The second most important factor of organizational effectiveness is the resource. However, resources were not mentioned in an isolated context. Resources are raised in relation to three supporting variables: intention, public relations, and welfare system. Statement of former tennis national player below is an example. “…I think resources structure is also important for inducing organizational effectiveness as another structures. Especially, now, there is high competition, organization has competition advantage when it advantageously using the resources for attracts spectators…” (Eddy, Q2R).

Furthermore, Arnold claimed that public relations are essential for more resource. When asked for the reason, he said “…for acquired resources, relationship with organization’s constituency should be established by public relation…” (Arnold, Q2R). It is also found that a resource factor is an important part to attract good players, referees, coaches, spectators, especially volunteers. It resulted in paying more attention to a welfare system. To gain business comparative advantage, supportive and welfare system for players should be suitably established for attract capable members. 2.3 Planning Planning is the most influencing structure mentioned at the beginning of the interviews. Many key informants asserted that planning had to be properly implemented to acquire organizational effectiveness. Five of them contend that the planning would increase OE for keeping up with change in the future. One distinguish board member, Arnold, perceived “planning” as “missions and strategies”. He rationalized that “…good planning should be relevant to its mission and strategy emerged from SWOT analysis of the organization…” (Arnold, Q2P). The former national sprinter, Edward, believed that planning is antecedent of product, which is not the victory. However, another board member, coach, and player have congruent answered this question as follows. “…this structure (planning) is also suitable. Especially in Muaythai association, the board member has long term planning for promote Muaythai in Olympic event. Sports organization in Thailand should seriously adopt this guideline from this structure…” (Stephan, Q2P).

119 “…planning is vital part …” (Ballack, Q2P). “…each item in planning was mostly suitable for application in developing organizational effectiveness…” (Eddy, Q2P).

According to various point of view on planning structure, planning clearly plays important role for sports organizational effectiveness. Organizations should have vision and strategy that focus on a proper planning process, not just only focusing on the victory in short period but also the change in the future. 2.4 Productivity Dialogues of applied productivity for organizational effectiveness among key informants have different angles. Board members emphasized productivity in terms of social results, while players expressed it as human resource development. Arnold referred productivity to customer satisfaction because “…he (I) agrees that organization’s last product is whatever satisfaction which was created among customer or constituent…” (Arnold, Q2PR). However, statements of productivity are sampled below. “…productivity, in terms of CVA, organization should set challenge goal but attainable, especially using exist human resources for efficiency. Training and knowledge development for organization’s staffs should be conducted. In addition, organizational culture should be adjusted into clear operation of organization without political threatening…” (Charles, Q2PR). “…product of organization is not just the victory. Victory is only a profit from seriously training with systematically planning based on sports science principle..." (Edward, Q2PR).

Thus, productivity structure has importantly affected to indicate sports organizational effectiveness. Sports organization should set challenge goal but attainable, simultaneously with setting ethical and moral or Thai cultural practices for complete human resources’ product. 2.5 Availability of Information All key informants talked about the problems in applying availability of information. Players such as Eddy and Edwards concerned about communication. Board member and Coaches such as Stephan and Ballack alluded to obstacles and international standard. Sample evidences of the finding are quoted as follows. “…in availability of information structure, I think sports organization in Thailand needs adjustment, especially item 1) to 3); 1) The organization

120 communicates well with affiliated province-level sports organizations 2) The organization is successful at gaining feedback from constituent groups and 3) The organization communicates well with other sports organizations. I found that the operation has problems…” (Eddy, Q2A). “…in availability of information and stability, I think they are important part not less than another structures. Nevertheless, successful sports organization has to change these structures in two perspectives. First, reduce bias in working for create well cooperation without personal conflict. Second, sustainable administration in professional standard, both human resource and finance, has to be established. Importance, leader should have good vision for change. Leader who has selectively promoting was not guaranteed his expertise…” (Ballack, Q2A).

In other hand, one board member, Arnold, connected availability of information with communication. He talked “…I consider that acquiring of organizational information is well communication…” (Arnold, Q2A). It was argued that, current information technology should be applied for emerge sports organizational effectiveness. In Thailand, information technology has to renovate for internal and external local organizations as well as acceptable from constituency groups, including reduce bias in provincial communication. Furthermore, leader has to be authorized from potential communication person both internal and across organization for induced his organization to be well communicated with relevant stakeholders. 2.6 Stability Contrary results were found in stability, key informants explained it’s affected on the structural model in positive ways. Charles, one of distinguished board member, clarified the effected as follows. “…person is a heart of organization. Thus, if the organization was stable from sustainably retention of the person, the organization has surely success. Moreover, public relation of the operations in organization is the way to create awareness and feeling of participation among constituency of the organization, and later in stability…” (Charles, Q2S).

However, Arnold, board member as Charles, linked stability with finance. He said “…it has accepted that, in sports association or Thai organization, if lack of sponsor or funds, organization was difficult to sustainably standing in sports community…” (Arnold, Q2S).

121 Thus, to establish organizational effectiveness through stability, person has to be paying attention by emphasizing on public relations of the operation in organization for create awareness, feeling of participation, and protect stakeholders’ conflict. 2.7 Cohesive Workforce Axial coding from cohesive workforce emerged bipolar themes for implementation. Positive theme focused on improvement this structure for organizational effectiveness by volleyball and Muaythai board members, futsal coach, and sprinter. Negative theme paid less importance in this structure than planning and skilled workforce by tennis players. “…cohesive workforce of most Thai sports organization was a results from awarding when accomplishment. I think it might create stagger in player or person who need to improve himself. Managing system of cohesive workforce and unity of person in organization should be established by create feeling of participation or provide suitable welfare for everyone…” (Charles, Q2CW). “…cohesive workforce and skilled workforce structures were importance for organizational effectiveness. If sports association establishes training and practice for person, for create expertise, sports team probably success in long period. Especially, the systematic improvement beginning with grass root, youth, national, and professional level needs coach and sports scientist for correctly consulting and supervising…” (Ballack, Q2CW). “…both cohesive workforce and skilled workforce were probably affected to organizational effectiveness but they seem to be less effect than flexibility and planning…” (Eddy, Q2CW).

However, one volleyball board member looked cohesive workforce as compensation system. He said “…this structure was congruent with finance. When the organization has flow finance, it equal good compensation and later in cohesive workforce of person in organization…” (Arnold, Q2CW). Thus, sports organization should adjust structure of cohesive workforce for improve sports organizational effectiveness. Stagger has to be reduced and felling of participation has to be created. Person has to systematic training and practicing beginning with grass root to professional level. Coaches and sports science staffs have to be invited for give a correctly consulting and supervising in players’ basic sports as well as provide suitable welfare system. However, organizational cohesive workforce in

122 Thailand was affected from bonus when accomplishment, it seems to be less impact than flexibility and planning. 2.8 Skilled Workforce Explanation of skilled workforce was congruent in terms of implementation. Board members focused on administrative application with new term, human development. Arnold answered that “…from the seven items of skilled workforce structure, I point out that the goal is human development…” (Arnold, Q2SW). In addition, sports science expert and players concentrated on training development. “…importance part which Thai sports organization should adopt the conceptual framework of CVA is promotes the experts into the right job, not a relationship system or institution seniority or quota of politician…” (Charles, Q2SW). “…utilization of image organization as a machine and non-profit proposes of constituency groups involvement are benefit…” (Pancaro, Q2SW). “…factor of skilled workforce was firstly needed to improve…” (Bryn, Q2SW).

Thus, skilled workforce structure has to firstly improve and the expert should be selected based on job responsibility, not a relationship system or institution seniority or quota of politician, including set organizational image as a machine. 3. Explanation of Structural Model for Organizational Effectiveness Key informants’ explanations for the structural model of organizational effectiveness were concluded in three aspects from the second question in the interview protocol. First question, coded as Q3 from previous question, asked about the relationship (effect) of flexibility, planning, availability of information, and cohesive workforce to means. Second question, Q4, asked about the relationship (effect) of resources, productivity, stability, and skilled workforce to ends. Third question, Q5, asked about the felling of exist relationship between means and ends. Conclusion of the explanations was clarified below. For Q3, all key informants pointed out that planning and cohesive workforce seem to be highly related with means. Board members, coaches, and player have firstly prioritized planning. In addition, board member, coach, and sports science expert emphasized on cohesive workforce while the obstacles of application also alluded. Sample statements are shown as follows. “…flexibility, planning, availability of information, and cohesive workforce were composed as means or organizational effectiveness. It was acknowledged that planning and availability of information were more important than another

123 factor. In addition, if planning was done based on well information, it will create well means…” (Charles, Q3). “…Personally, I think planning would be related to means as another structure because administration of Thai sports association lacked off clarity and universality. In contrast, if Thai sports association has changed their administration system, this structure (planning) probably affected organizational effectiveness than another…” (Ballack, Q3). “…planning or mission and strategy were very essence for determine direction and culture of organization. Furthermore, from this model, it shown that communication with constituency should be done before determine mission and strategy for planning of organization. However, the model found that cohesive workforce or compensation has less effected to the organizational effectiveness. This should be result from the operation of sports association didn’t has cohesiveness. We usually found that team players (except volleyball) are very less accomplished. Single player are mostly accomplished such as weight lifting in Olympics and badminton or golf in professional level. For the accomplish results, I think it wasn’t an accomplishment from cohesive system or grass root of sports association but it was a accomplishment probably from potential of individual players. Importantly, bonus which provide to accomplished players interfere team working system. I meant it impacted to supporting system that beginner player wasn’t receives compensation. Thus, compensation was less impact to accomplishment in Thai player…” (Arnold, Q3). “…for planning, good planning makes properly and effectively operating in activity of organization…” (Pancaro, Q3). “…summation of organizational effectiveness came from skilled workforce because if person have less expertise, result of operation wouldn’t exist. Importantly, positive attitude in workforce should be create in same direction from the beginning, especially concerning on social benefit, not just expectation of advantage from working. Thinking skill is dominance than working skill. Furthermore, in real working situation, person should divided into three level; politician, expertise, and player. When a player unaccomplished (win in the game), expertise wouldn’t gain benefit from politician. In my point of view, skilled workforce doesn’t exist in Thailand…” (Bryn, Q3).

In conclusion, planning based on well information strongly has relationship with means to effectively operate activity and communication in organization’s constituency as it reflect as vital mission and strategy for determine organization’s direction and culture. Furthermore, both flexibility and cohesive workforce structures also have a

124 relationship with means. Cohesive workforce has less relation with means because successful of Thai sports association wasn’t come from good system or foundation of cohesiveness. Bonus was specifically given to accomplish players. Simultaneously, good attitude in working has to be created with same direction from beginning and built cohesiveness for good skilled workforce. However, flexibility seems to be high relation with means as planning and availability of information did. In sum, improvement for sports organizational effectiveness should be processed based on clarity and globally and mainly concerning on social benefits. For Q4, all key informants agreed with the structural model that productivity and skilled workforce were important for ends. They also clarified why resources has less important. Board members and player answered this question as follows. “…for resources or public relations that seem less effect to ends, it should because of public relation which not throughout among constituency groups and later in sports association couldn’t retain their personnel especially spectator. Give an example of national games, the number of player are more than spectator in every sports events. Furthermore, team administration system was important role for retention of coach in organization. It was found that, in soccer, coach in poor team performance was terminated, but board never terminates coach in success team (i.e. volleyball or track & field). Another structure was straight…” (Arnold, Q4). “…I think the result or ends, in term of the CVA, would exhibit in form of capable of fund utilization in productivity structure as majority. Second is potential or skill of person in organization because most Thai organization obtained most yearly budgets from SAT. Few sports organization seeking sponsor by themselves…” (Stephan, Q4). “….the volleyball association doesn’t really has ends because it lacks of skilled workforce and productivity. Good organization’s product has to compare with international standard….” (Bryn, Q4).

Hence, productivity has highly related to ends because most people (in Thailand) believe that organizational product is victory in the competition only. If organization fully uses the resources, it should obtained effectiveness as well. However, few organizations in Thailand has its own sponsorship, lack of public relation throughout all constituency groups, and missing of paying attention on sport resources management, this later in less relation between Resources structure with ends. Furthermore, resource has lower related to ends because lack of good system of sport administration and affected by skilled workforce. Most players were success

125 from training within their sport family. Individual player seem to be success than team players. Team training system wasn’t established discipline in players and guided them to oversee their own self. It mostly found that team players usually hang around more than training with discipline. Thus, productivity and skilled workforce structures have to be increasable improved for obtain international standard. According to Q5, most key informant strongly agreed that means was highly related to ends. Planning was frequently alluded as antecedent for organizational effectiveness as well as good governance was mentioned by sports science expert. Only soccer coach, Pancaro, proposed new model that Productivity was the results of the seven structures. Statements of them revealed as followed. “…the model emerged from this study seems to be good guideline for develop organizational effectiveness. In each organization should begin with operate follows the means structures for results in ends structure…” (Eddy, Q5). “…each factor in the CVA should be set responsive organization for effectiveness and, importantly, inspection with good governance should be also implemented…” (Bryn, Q5). “…planning and availability of information drive organization achieves its goal…” (Edward, Q5). “…how all seven structures are good and high quality, how organization is effectiveness…if seven structures are good quality, sport organization’s end result is excellent…” (Pancaro, Q5).

Thus, the operation according to means structures, especially planning and well availability of information, induced sports organizational effectiveness as ends structures which emphasized on productivity and skilled workforce. The structure model cans implement in real situation and response organization has to be established for driving the operations in each structure of the CVA with good governance. However, flexibility, resources, planning, availability of information, stability, cohesive workforce and skilled workforce structure certainly affected to productivity which is sport organization’s end result. 4. Implementation of Structural Model for Organizational Effectiveness Last question, Q6, in the interview protocol was designed to acquire the guideline of implement the model. Key informants replied vary aspects, based on their expertise, as following statements.

126 “…I think cohesive workforce or compensation has to pay more attention. I mean team working and change attitude in rewarding have to be established, emphases on every player levels beginning with grass root…” (Arnold, Q6). “…planning for sport development should base on trust information for decision making…” (Eddy, Q6). “...Thai sports associations must change. Importantly, the model should implement for make understanding in good system of administrative organization. Sports association, including constituents, should seriously and sincerely cooperate for driven change into better things without personal advantage…” (Ballack, Q6). “…sports association has to give importance for every structure of the CVA, especially planning for applied sports science to develop player’s performance…” (Edward, Q6)

Obtained information of the CVA model can apply for improve sports organizational effectiveness which emphases on management in those eight structures. It should be starting with strategic planning based on trust and current information technology, stimulate change in sport administration without personal advantage, focus on importance of cohesive workforce or compensate with teamwork building and adjust reward ideas, gave importance on every player levels beginning with grass root. Training for make understanding in benefit and importance of planning by adopt sports science has to be done as well as assigning organization or responsive person for operate those seven structures.

Chapter 5 Conclusion and Discussion The study on the operationalization of the Competing Value Approach (CVA) for developing sports organizational effectiveness in Thailand has three major objectives; (1) to examine structures affecting the sports organizational effectiveness in Thai sports associations by using the Competing Value Approach (CVA) model consisted of eight structures - flexibility; resources; planning; productivity; availability of information; stability; cohesive workforce; and skilled workforce; (2) to validate structures influencing the sports organizational effectiveness in Thai sports associations by employing confirmatory factor analysis; and (3) to explore a relationship between the means and ends in developing sports organizational effectiveness in Thailand. The study utilized a mix-method research design in order to answer five major questions: Q1) How many structures in the CVA model affecting the effectiveness of sports administration in Thai sports associations? (Hypothesis 1); Q2) Do the eight structures in the CVA model relate to the organizational effectiveness of Thai sports associations? (Hypotheses 2a to 2h); Q3); Do the four structures of all X-model (e.g., flexibility, planning, availability of information, and cohesive workforce) relate to the means? (Hypotheses 3a to 3d): Q4) Do the four structures of all Y-model (e.g., resources, productivity, stability, and skilled workforce) relate to the ends? (Hypotheses 4a to 4d); and Q5) Does the means associate with the ends of promoting the effectiveness of sports associations? (Hypothesis 5). Mix-method research designs, including quantitative and qualitative data collections and analyses, were emphasized on step by step data collection and analysis that consisted of two approaches. In the case of a quantitative approach, the studied populations consisted of seventy-one sports associations of Thailand which are responsible for fundamental and elite sport strategies, according to the National Sports Development Plan IV. Five sports associations that met four criteria of this study were selected as organizational samples, namely the sports associations of volleyball, tennis,

128 Muaythai, soccer, and track and field. In developing a questionnaire, ten experts were asked to validate sixty statements representing eight theoretical structures of the organizational effectiveness based on the CVA. Then, validated questionnaires were sent to nine hundred ninety six participants affiliated with the organizational samples. Statistical analyses used in this study were a confirmatory factor analysis (CFA) and a structural equation modeling (SEM). In terms of a qualitative approach, eight key informants affiliated with the organizational samples were selected to participate in semi-structured interviews. The information derived from the interviews was coded by Strauss’s (1987) approach. Results of this study will be summarized in the conclusion part. In addition, policy recommendations and future research directions will be discussed at the end of this chapter.

Conclusion Firstly, the results of the confirmatory factor analyses in the first phase (H2a to H2h) insisted that the CVA could be applied to explain the organizational effectiveness of Thai sports associations. To clarify, the CFA reported that although modified measurement model of the CFA was a poor fit to empirical data, all eight structures of the CVA, namely flexibility, resources, planning, productivity, availability of information, stability, cohesive workforce, and skilled workforce, still demonstrated a high degree of internal reliability as recommended by Kalliath et al. (1999). The interrelationships between eight variables were moderate to strong. The author also found that availability of information and organizational stability yielded the highest factor loadings, followed by planning, productivity, flexibility, skilled workforce, cohesive workforce, and resources respectively. Secondly, after dividing those eight variables into two different aspects: means (H3a to H3d) and ends (H4a to H4d), the author found that planning and availability of information had higher correlations with the means when compared with flexibility and cohesive workforce. In terms of the ends, productivity, stability, and skilled workforce had moderate correlation with the ends. Interestingly, the author found that the

129 correlation between resources and the ends was low. However, the fit indices of these two measurement models still showed a good fit to data. Thirdly, the structural equation model of means and ends of boosting the effectiveness of sports association (H5) fitted to data well. As hypothesized, the author found that the means had significant positive relationship with the ends. In sum, the results of this study illustrated that all eight structures of the CVA could be used to explain the effectiveness of sports associations, especially the variables of planning, seeking opportunities to develop the sport (flexibility), skilled workforce, and stability. With regard to the means of promoting the effectiveness of sports associations, planning and acquiring information were the important structures to enhance the effectiveness of the means. In other words, this study suggests that Thai sports associations should pay exclusive attention to formulating organizational mission and strategy and communicating them to employees effectively as well as enhancing well organizational culture and mutual trust among employees in order to achieve the organizational effectiveness. Interestingly, this study found that cohesive workforce had a low factor loading to explain the means. This study concluded that the reason behind this might be that Thai sports associations have failed to build a sense of cohesion among their employees. In terms of the ends, it is not surprising that productivity was the good predictor of the ends. The reason behind this finding might be that most Thai people still have paid attention to tangible outcomes rather than intangible outcomes. Moreover, the result of CFA showed that resources had low impact on the ends. This might be assumed that because Thai sports associations have relied heavily on their own budgets and familiarized with scarce resources. There are few sports associations receiving huge donations from private firms. Thus, it is not surprising if these organizations would not give precedence to resources. The correlation between the skilled workforce and the ends was high. This reflected that the administration of Thai sports associations have some advantages, especially in terms of managing and developing human capital. In other words, most success sport players in Thailand have been groomed and trained by their families instead of by sports associations. Moreover, individual players seem to be more success than team players. Also, team training systems have failed to teach players to understand about self-discipline and team spirit. The researcher suggests that in order

130 to promote international sport standards for Thai athletics, enhancing the productivity of sports organizations and developing skilled workforces are important issues all stakeholders should take into account. The results from the structural equation modeling demonstrated that in order for Thai sports associations to promote the organizational effectiveness, they should start with paying too much attention to strategic planning. In doing so, building mutual trust among employees; employing information technology system in workplaces; stimulating the needs for change in sports organizations; promoting cohesive workforces; rewarding employees when work done; and investing in human capitol are key aspects in this phase. Moreover, formulating effective sports strategies should include searching and developing potential sport players, especially in rural areas as well. Importantly, Thai sports associations’ strategies should adopt sports sciences to improve and develop sports in Thailand both at individual and organizational levels.

Discussion The study utilized a mix-method research design in order to answer five major questions as mentioned above. The quantitative data derived from nine hundred ninetysix respondents and the qualitative data came from the interviews with eight key informants of five different sports associations in Thailand. Structural equation modeling (SEM) using Mplus 5.21 was used to analyze the quantitative data and the Strauss’s coding approach was employed to analyze the qualitative data. Hypotheses 1, 2a, 2b, 2c, 2d, 2e, 2f, 2g and 2h were tested by a confirmatory factor analysis (CFA) to validate the measurement model. Also, a CFA was used to verify the proposed measurement models in Hypotheses 3a, 3b, 3c, 3d, 4a, 4b, 4c, and 4d. Hypothesis 5 was tested by structural equation modeling and path analysis. Structures of the Competing Value Approach Original measurement model was test through Hypothesis 1. Researcher proposed eight-factor structures of the CVA; consists of flexibility, resources, planning, productivity, availability of information, stability, cohesive workforce, and skilled

131 workforce for Thai sports association. This structure was empirically demonstrated by many studies (e.g. Quinn & Rohrbaugh. 1981 ; DiPadova & Faerman. 1993 ; Kalliath, Bluedorn, & Gillespie. 1999 ; Shilbury & Moore. 2006). The results of this dissertation provided further support for this hypothesis, indicating good internal reliability and moderate to strong intercorrelation. However, organizational effectiveness based on the CVA in the original measurement model was problematic with thirty-seven poor performance from sixty observed variables and poor fit indices. The modified model that allowed four substantive modifications produced a more improvement in fit indices of the model, but still poor model (CFI was .532 in the original proposed model to .626 in the modified model). The issues related to the organizational effectiveness in the original measurement model were most likely due to problems of measurement rather than the influence of the organizational effectiveness on all of the structures in the model. The critical point to be made is that although certain pairs of concepts are at opposite locations in value space and therefore is paradoxical in nature, this does not require that they are empirical opposites, mutually exclusive in actual organizational environments. Indeed, an organization might be cohesive and productive or stable and flexible. For that matter, stability might be as likely to contribute to flexibility as it would to inflexibility, or vice versa. Propositions derived from this CVA need not be contradictory; they need only take into account the possible contradictions in every organizational setting (Quinn & Rohrbaugh. 1983 : 374 - 375). An examination of the intercorrelations among the latent variables (see Table 4.3) was revealed that all eight structures of four quadrants were properly correlated and, in fact, represented no multicollinearity in the current data. This suggests that these eight separate structures represented as contributing to organizational effectiveness. In addition, Bandalos (2002) stated that there are several reasons for poor fit of the model. She claimed that it might cause from incorrect number of factors, method effects, wording effects, proximity effects, and causal effects of one variable on another. However, evidence of all of these can be obtained through sources of evidence such as chi-square test, residuals, and t-tests of parameter values. In addition, so-called modification indexes can be useful in identifying these problems.

132 Accordingly, organizational effectiveness model was CFA loaded by eight structures with minor modifications. These modifications were substantively appropriate and involved allowing open systems quadrants (resource and flexibility) to correlate with human relations quadrants (cohesive workforce). This relationship is congruent with Kalliath et al. (1999), who reported a relationship between the open systems quadrants and the human relations quadrants wherein these factors are located. It is also reasonable to assume that the common goals achievement from working collectively of professional staff and volunteers would be related to some extent to its ability to secure resources. This supported that eight-factor structures of the CVA was appropriated for developing sports organizational effectiveness in Thailand. Hence, hypothesis 1 was accepted that the CVA derived from eight-factor structures. Original Measurement Model Original measurement model was tested by Hypotheses 2a to 2h. Researcher posited a significantly stronger positive relationship of each structure with organizational effectiveness. The final modified confirmatory factor analysis for organizational effectiveness model provided a moderate fit of the data (CFI = .640). The model showed high to low loading, at .98 in Availability of Information and Stability and at .38 in Resources. Modifications involved allowing resources to correlate with flexibility; cohesive workforce to correlate with flexibility, and cohesive workforce with resource. It was argued that, current information technology should be applied for emerge sports organizational effectiveness. In Thailand, information technology has to renovate for internal and external local organizations as well as acceptable from constituency groups, including reduce bias in provincial communication. Furthermore, leader has to be authorized from potential communication person both internal and across organization for induced his organization to be well communicated with relevant stakeholders. Planning is also important structure, particularly in mission and strategy. Thai sports association should have vision and strategy that focus on the change in the future, not just focusing on the victory in short period. Furthermore, productivity has importantly affected to indicate sports organizational effectiveness. Thai sports association should set challenge goal but attainable, simultaneously with setting ethical and moral or Thai cultural practices for complete human resources’ product. Flexibility,

133 which less importance than planning, has correlated to resources and cohesive workforce. This result suggests that organizational flexibility was based on planning and affected by resources and cohesive workforce. The administrative system should be adopt for reduce duplication and elevate standard of coaches, players, training, competition venue, sponsorship system, and management of professional competition to meet international standard, including corporate social responsibility. It is interesting that skilled workforce, cohesive workforce, and organizational resources demonstrated the lowest correlation respectively. This might suggest that human department of sports organization urgently need human resources development plan. Personnel (e.g. staffs, players, referees, coaches, volunteers) have to firstly improve and the expert should be selected based on job responsibility, not a relationship system or institution seniority or quota of politician. Sports organization should adjust structure of cohesive workforce for improve sports organizational effectiveness. Stagger has to be reduced and felling of participation has to be created. Person has to systematic training and practicing beginning with grass root to professional level. Coaches and sports science staffs have to be invited for give a correctly consulting and supervising in players’ basic sports as well as provide suitable welfare system. In essence, attraction of players, referees, coaches, spectators, especially volunteers should be paying more attention. Supportive and welfare system for players should be suitably established for attract relevant constituency, to obtain organizational effectiveness, especially business advantage. When compare with Shillbury and Moore (2006), factor loading of the CFA organizational effectiveness model in current study is same direction. Table 5.1 and 5.2 demonstrated structure loading comparison and structure correlation matching between them. This confirms that planning, productivity, availability of information, stability, and flexibility had first importance for established organizational effectiveness. For operationalized the CVA, according to Shillbury and Morre (2006), planning in Thai sports association need to associate with flexibility and emphasizing a focus on organizational processes. Professional staffs are also effecting cultural change through the implementation of sophisticated planning procedures, resulting in the correlation between planning and productivity and the need for flexibility (or management) in the planning process. Productivity, as an end, reflects the processes inherent in planning,

134 but equally, the importance of flexibility and the process to ensure stability is an important end. Table 5.1 A Comparison of Factor Loadings of the Organizational Effectiveness’ Structures between This Study and the Shillbury and Moore’s Study in 2006 Current Study Shillbury and Moore (2006) Structures (Ranking) (Ranking) Flexibility .75 (5) .81 (2) Resources .38 (8) .58 (9) .81 (2) Planning .96 (3) .91 (1) Productivity .84 (4) Availability of information .98 (1) .78 (5) Stability .98 (1) .81 (2) .59 for Motivation recognition (10) Cohesive workforce .53 (7) .60 for Work harmony (7) .74 for Professional support (6) Skilled Workforce .57 (6) .60 for Volunteer support (7) Table 5.2 A Comparison of Correlations of the Organizational Effectiveness’ Models between this Study and the Shillbury and Moore’s (2006) Study Shillbury and Moore Current Study Structures (2006) (Correlation) (Correlation) Flexibility (.82) and Productivity (.28) and Resources Cohesive workforce (.44) Stability (.43) Cohesive workforce Skilled workforce: Volunteer Flexibility (.94) / Motivation recognition support (.24) In relation to the overall strength of the correlations and inconsistencies with Kalliath et al. (1999), the formulation of the instrument specific to Thai sports association might explain the high correlations. The instrument used in this study was specifically operationalized to overcome one of the major weaknesses of the CVA.

135 Specifically, this weakness is the application of generic measures as opposed to a cohort-specific set of measures for a homogeneous group of organizations. Kalliath et al., for example, perpetuate this problem by utilizing the psychometrically sound scales reported by Quinn and Spreitzer (1991). The argument developed and tested in this article has been based on the need to structure psychometrically sound scales (for each of the eight cells) that are institutionally specific and relevant measures of effectiveness. Inconsistencies in relation to the actual correlations illustrate the effectiveness paradox described by Cameron (1986b). The simultaneous contradictions evident in these results are in effect the basis for examining and understanding organizational effectiveness. In other words, these contradictions potentially lead to a deeper analysis of these interactions and why they occur. Therein lays the value of applying the CVA as a diagnostic tool at the individual organization level. Significantly, Quinn and Rohrbaugh (1983) highlight the paradoxical nature of their original research, stressing the importance of the coexistence of contradicting values. In conclusion, hypotheses 2e and 2f were accepted that Availability of Information and Stability have significantly strongest positive relationship with organizational effectiveness. Proposed Measurement Model for Means Proposed measurement model for mean (all X-model) was tested by hypotheses 3a to 3d. Researcher predicted that either flexibility or planning or availability of information or cohesive workforce has a significantly stronger positive relationship with means. Structural modeling equation revealed that planning and availability of information have significant strongest positive relationship followed by flexibility and cohesive workforce. Furthermore, planning has high correlation with availability of information. This was argued that planning based on well information strongly has relationship for means to effectively operate activity and communication in organization’s constituency as it reflect as vital mission and strategy for determine organization’s direction and culture. Furthermore, both flexibility and cohesive workforce structures also have a relationship with means. Cohesive workforce has less relation with means because successful of Thai organization wasn’t come from good system or foundation of cohesiveness. Bonus was specifically given to accomplish players. Simultaneously,

136 good attitude in working has to be created with same direction from beginning and built cohesiveness for good skilled workforce. However, flexibility seems to be high relation with means as planning and availability of information did. In sum, improvement for sports organizational effectiveness should be processed based on clarity and globally and mainly concerning on social benefits. It was not surprised that planning has strongest relationship with means. Many studies suggested that planning was important value for organizational effectiveness (Colyer. 2000 ; Quinn & McGrath. 1985 ; Quinn & Spreitzer. 1991 ; Zammuto & Krakower. 1991 ; Wolfe, Slack, & Rose-Hearn. 1993 ; Kalliath, Bluedorn, & Gillespie. 1999 ; Shilbury & Moore. 2006). In addition, Thai sports association has operational plan followed two major plans; National Economic and Social Development Plan and National Sports Development Plan. Those plans were systematically established through the experts to ensure effectiveness. Thus, planning is probably represents means for develop sports organizational effectiveness. In addition, availability of information is also represents means as planning. Papadimitriou and Taylor (2000) supported that effectiveness of the sports organization derived from availability of information such as how well of the organization communicates with affiliated province-level sports organizations; how success of the organization at gaining feedback from their constituent groups; and how well of the organization communicates with government agencies. Thai sports organizations have well communicate with Sports Authority of Thailand which they were directly supervised. Moreover, gaining feedback of Thai sports association through various information technologies such as newspapers, television, radio, internet website, and billboard were effectiveness. This help availability of information has strongest relationship with means. Hence, it was argued that organizational effectiveness can develop through availability of information. However, flexibility has less relationship with means for established organizational effectiveness. As contrary to Shillbury and Moore (2006), who found high factor loading on flexibility, Australian national Olympic sporting organizations has the capacity to seek opportunities, be responsive to change, monitor constituent’s expectations and those of the media, as well as scrutinize government and policy changes may well extend flexibility to the realm of competitive advantage. This suggests that Thai sports association need to improve three operations following the CVA. Firstly,

137 sports association need to seeking opportunities to develop the sport. Secondly, the board need to receptive to suggestion for change. Thirdly, sports association need to monitor and responds to changes in constituents’ expectation (e.g., coach, players, institutions, media, school, or government). In addition, cohesive workforce has less relationship with means. This result was congruence with Shillbury and Moore (2006). They stated that it may be due to what the organization does (productivity) and how it does this (stability) and with what resources (flexibility), and this may be seen as the primary focus in determining effectiveness. The structures in cohesive workforce may be more relevant to determining the level of job cohesion or satisfaction experienced by staff and volunteers, processes not always visible to all constituent groups. Moreover, constituent group analysis at the individual organization level would reveal staff and volunteer perceptions of these human resource structures. For operationalisation, cohesion system without discrimination for all constituent groups needs to be established. This will eliminate different perceptions but create good attitude among all constituent groups as well as benefit to society. Thus, hypotheses 3b and 3c were accepted that planning and availability of information, which has high correlation, have a significantly strongest positive relationship with means. Hypotheses 3a and 3d were rejected. Proposed Measurement Model for Ends Proposed measurement model for ends (all Y-model) was tested by hypotheses 4a to 4d. Researcher suggested that either resources or productivity or stability or skilled workforce has a significantly stronger positive relationship with ends. Structural modeling equation revealed that skilled workforce has significant strongest positive relationship followed by productivity, stability, and resources respectively. This was argued that productivity has highly related to ends because most people (in Thailand) believe that organizational product is victory in the competition only. If organization fully uses the resources, it should obtained effectiveness as well. However, few organizations in Thailand has its own sponsorship, lack of public relation throughout all constituency groups, and missing of paying attention on sport resources management, this later in less relation between resources structure with ends.

138 Furthermore, resource has lower related to ends because lack of good system of sport administration and affected by skilled workforce. Most players were success from training within their sport family. Individual player seem to be success than team players. Team training system wasn’t established discipline in players and guided them to oversee their own self. It mostly found that team players usually hang around more than training with discipline. Thus, productivity and skilled workforce structures have to be increasable improved for obtain international standard. Skilled workforce has significant strongest positive relationship with ends. This result was supported by Steers (1977). He recognized that employee is an important effectiveness criterion for sports association. Furthermore, skilled workforce is tangible indicator for measuring organizational effectiveness (Matz. 2008). This implies that constituent groups of Thai sports association believes satisfactory numbers (of players, referees, volunteer workers, and coaches); gains substantial private sector sponsorship; ability to acquire funds from a variety of sources; attracting spectators; and adequate facilities for all levels of competitions reflected organizational effectiveness. Second reflector of organizational effectiveness in Thai sports association was productivity. In terms of sports association on which the current assessments were focused, it seems that the organization’s ability to be productive, that is, to achieve the medals in international competition. These results therefore point to the rational-goal quadrant as the key determinant of effectiveness in Thai sports association. Further research could investigate more fully constituent views on what specifically constitutes productivity. For example, one of the classic competing values in sports association is balancing resource allocation between elite athlete support and support for mass participatory programming. In other words, and in rather simplistic terms, do gold medals and world championship victories unduly influence perceptions of sports association productivity? Rojas (2000) reinforces the productivity dilemma confronted by nonprofit organizations, stating, “The concept of productivity in the nonprofit sector is less tangible and more perceptual than in the for-profit sector” (p. 99), highlighting social structure (Herman & Renz. 1999) as an important facet of measuring effectiveness in nonprofit sporting organizations. This perception noted by Rojas is ultimately the social structure and interpretation of sports association productivity by its constituents. On the other hand, stability has low reflection on organizational effectiveness. This result was contrast with Shillbury and Moore (2006), but expounds nicely

139 Cameron’s (1986b) effectiveness paradox claimed that sports association must be both stable yet possess the capacity for flexibility, particularly in light of the small size of some sports association that rely on bureaucratic system and a limited resource base. This mean that Thai sports association was not stable, but they need to improve for effectiveness in retention rate (of coaches, volunteer workers, players, and referees); protect and promote the growth of the sport; and maintenance a consistently good public profile, administrative directions and decision making, and sound financial operations. It is interesting that resource acquisition (attracting players, coaches, funding, sponsorship, etc.), although a significant contributor, contributes least to the effectiveness of the organization. It is difficult to explain why this is the case, particularly in light of previous studies (Frisby. 1986 ; Koski. 1995) where resources such as funding or members were found to underpin productivity, or the goals pursued by sporting organizations. Clearly, results from this study do not support the assertion that resources underpin effectiveness. Most sports association, however, consistently wish for more resources to fund their ever-increasing range of programs. In the case of sports association, the true test of maintaining this equilibrium with the environment is manufactured as government money, and increasingly, funds from the government are guaranteed to provide organizational stability. Therefore, resource acquisition, at least in terms of financial resources, is not perceived as a critical determinant of effectiveness. At least some level of effectiveness is guaranteed. As Shilbury (2000) noted, however, this perspective represents a potential pitfall for sports association in the future as the proportion of government funds relative to overall expenditures declines as a consequence of an expanding range of programs and activities capitalizing on previous successes. As constituent groups come to this realization, this might lead to resource acquisition being recognized as a more important determinant of organizational effectiveness. Hence, hypothesis 4d was accepted that skilled workforce has a significantly strongest positive relationship with ends. Hypotheses 4a, 4b, and 4c were rejected. Structural Model Structural model was tested by hypothesis 5. Researcher predicted that means has a significantly positive relationship with ends. This hypothesis was supported by the

140 results of this study because the relationship between means with ends has positively high significant (.92) at level .01 and fit indices indicate relative good (CFI = .949). This was claimed that the operation according to means structures, especially planning and well availability of information, induced sports organizational effectiveness as ends structures which emphasized on productivity and skilled workforce. The structure model cans implement in real situation and response organization has to be established for driving the operations in each structure of the CVA with good governance. However, flexibility, resources, planning, availability of information, stability, cohesive workforce and skilled workforce certainly affected to productivity which is sport organization’s end result. The CVA to organizational effectiveness has also been adopted because of its capacity to encompass both the means undertaken and the ends achieved by an organization (Chelladurai. 1987). It also allows for views held by constituents and the need for these to be satisfied, a particularly important characteristic given sport’s capacity to bring together people from diverse communities and its potential social impact on these communities. For example, such diversity can be found among players, coaches, officials, board members, staff, and state affiliates. Social impact occurs through the opportunities to participate and to meet others in the community, at the same time providing an outlet for physical competition. The CVA acknowledges that effectiveness can be a subjective evaluation and that constituents viewing an organization as effective are vital to its operation. Furthermore, the board of sports association has crucial legal and moral responsibilities and can substantially affect the performance of the organization (Herman & Renz. 1999 : 113). This place planning and availability of information play a vital means for organizational effectiveness. Coupled with multidimensionality in terms of measuring organizational effectiveness, boards of sports association continue to grapple with businesslike practice within a culture that has traditionally been resistant to such practice. Therein lies a competing value that sports association must grapple with in their search for an operational framework. On one hand, sports association must increasingly be businesslike, professional, and accountable. On the other hand, they cannot be so professional and bureaucratic that the perception among them. This create dilemma for organization trust. However, good governance will decrease this

141 confusion and enhance sports’ organization effectiveness. In sum, ends from skilled workforce, productivity, stability, and resources will emerge. Thus, hypothesis 5 was accepted that means has a significantly positive relationship with ends.

Future Direction and Policy Recommendation This section will discuss the limitation of the study in terms of how they relate to future research directions and policy recommendation. First, a discussion on research limitations will be given followed by the implications of the results of the study. Second, a guideline for relevant sports administrators will be proposed. First, the limitations of this study lie partially in the use of a mixed-methods research design. The exact relationships of structures in the hypothesized proposal model cannot be adequately assessed using a mixed-method research design. The use of SEM analysis techniques in the current study does not by itself provide justification for the relationships of the theoretical model, but rather is evidence to support the relationships justified through the research literature for these theoretical structures. The fluid and changing nature of the structures studied adds to the issue. It is important to note that other structural models could have also explained the observed covariance in these constituents groups just as well if not better than the model analyzed in the current study. In addition, the relationships among some or most of the structures in the theoretical model may in reality be incorrect number of factors. This is to say that eight structures could not compose from validated scales but rather may incorrect arrange across another factors. Although, the results of this study may unexplain from misunderstanding in the eight structures, generalizibility of this model should be viewed with the aspect of constituent groups. In Thai culture, administrative and excusive director seems to be predominance within the CVA structure and their experiences are reflects to organizational effectiveness. This places administrative and excusive director as the most important informants of their experiences of determining in eight structures of the CVA as well as the organizational contexts that affect organizational effectiveness in

142 this study. Furthermore, most questionnaire responsiveness from constituent groups was spectator or customer (45.2%). Results from the second phase also fulfill the residual from fit indices. This confirmed that this model represent sports organizational effectiveness in Thailand, especially from all constituent groups’ perspective. Several aspects of the qualitative approach also need to be addressed. Conducting a one-on-one interview followed the interview protocol may have been beneficial to add to the degree of confidence in the results. Sending a transcription to each key informant for approval can be useful to check the data for consistency as can the use of other methods such as participant observation (Patton, 2002). Also, key informants’ thoughts and perception about organizational effectiveness may be influenced highly by external factors. For instance, a key informant who had extensive practical experienced may gave over information during an interview even if it was an isolated incident. Interview protocol could alleviate this issue and allow for an opportunity to ask follow up questions related to inconsistencies that were found in the open-end interview. The study raised several questions that deserve attention by future research. Among these are questions related to the role that developing sports organizational effectiveness was influenced by planning and availability of information and reflected in skilled workforce. Flexibility and cohesive workforce were also indicators of resources and skilled workforce that should be direct impact in the CVA. Furthermore, productivity should represent effectiveness which elaborates from planning, flexibility, resources, availability of information, stability, cohesive workforce, and skilled workforce. Alternative structural models for organizational effectiveness need to be conducted. In addition, results from the CVA and its use in this study would facilitate a discussion within the major constituents as to the most important and relevant measures of productivity given the overall charter of these nonprofit sports association. This is the major purpose of the CVA; to facilitate this discussion as a form of organizational diagnosis. Productivity measures should also be considered in relation to other organizational dimensions (in other quadrants). For example, Flexibility, Stability, and Planning were also important variables. Therein lies the value of measuring effectiveness using the CVA. For policy recommendation, relevant sports administrators could adopt the CVA to visually articulate effectiveness results on each eight structures. Visualization in

143 this form allows managers to quickly ascertain strengths and weaknesses of an organization in terms of effectiveness. Overall levels of effectiveness are shown, but more important, the perceptions of effectiveness of each of the major constituent groups can also be plotted onto the CVA. For example, differences between volunteer constituent groups and paid staff (Chelladurai & Haggerty. 1991) or the board and paid staff (Papadimitriou & Taylor. 2000) may identify important gaps requiring action to redress perceived weaknesses in terms of effectiveness. The CVA structures, therefore, is the basis for organizational diagnosis, prompting the processes required to either rectify work practices, policy, or strategies or facilitate channels of communications where perceptions are believed to be incongruent with actual practice. The logical extension of this study, therefore, is to use the CVA to report and illustrate effectiveness in each of the sports association participating in this study and furthermore apply the framework to measure effectiveness in Thai sports association. Operationalization of the Competing Value Approach (CVA) for developing sports organizational effectiveness in Thailand needs understanding in organizational setting. As stated previously, CVA evaluates organizational effectiveness based on three super ordinate value continua then the combination of the first two value continua (or ‘axes’) four cells; rational goal, open systems, internal process, and human relations. Exactly determination of the organization in each cells guide sport administrators to effectively adopt the CVA. For example, in rational goal, volleyball association could utilize more flexibility, with monitor and responds to change in constituents’ group, for planning. Specific plan related to crisis situations need to be issued. In open system, soccer and Muaythai association need to minimal interpersonal conflict among all workers including paid staff and volunteers as well as enforce professional staff and volunteers to working collectively toward achieving common goals with appropriate leadership style. Funds rising through sponsorship and marketing strategy from a variety of sources needs to be establish for setting adequate facilities for all levels of competitions. For internal process, tennis association could protect and promote the growth of the sport through popular players such as Thai players in top ranking of ATP and WTA as well as prospective players. Next, in human relations, track & field association might elaborately encourages and supports further professional training and development for its staff by using sports science. In sum, the structural model based on

144 the CVA in this study is a solution for achieving organizational effectiveness. Operationalization of the CVA varies based on nature of organization.

145

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157

Appendix A Organizational Samples Derivation

158 Table A Organizational Samples Derivation Criteria Sports Association of Thailand 1. Amateur Boxing Association of Thailand Under The Royal Patronage of His Majesty The King (ABAT) 2. Amateur Fencing Association of Thailand Patron : His Royal Highness The Crown Prince (A.F.A.T) 3. Amateur Kabaddi Association of Thailand (AKAT) 4. Amateur Muaythai Association of Thailand (AMTAT) - Muaythai 5. Amateur Softball Association of Thailand (ASAT.) 6. Athletic Association of Thailand Patron : His Majesty The King (A.A.T.) – Track and Field 7. Basketball Association of Thailand Under The Royal Patronage of His Majesty The King (BAT) 8. Billiard Sports Association of Thailand (BSAT) 9. Contract Bridge League of Thailand (CBLT) 10. Cricket Association of Thailand (CAT) 11. Figure & Speed Skating Association of Thailand

1. SportAccord

2. Amateur Sports Association

3. Representing CVA quadrants

4. Proportionally random sampling

SportAccord

Amateur

Rational Goal

Excluded

SportAccord

Amateur

Open System

Excluded

SportAccord

Amateur

Open System

Randomly selected

SportAccord

Amateur

Human Relations

Excluded

SportAccord

Amateur

Human Relations

Randomly selected

SportAccord

Amateur

Human Relations

Excluded

SportAccord

Amateur

Open System

Excluded

SportAccord

Amateur

Open System

Excluded

SportAccord

Amateur

Open System

Excluded

SportAccord

Amateur

Open System

Excluded

Excluded

159 Table A (continue) Criteria Sports Association of Thailand 12. Footvolley Association of Thailand (FVAT) 13. Go Association of Thailand 14. Handball Association of Thailand (HAT) 15. Ice Hockey Association of Thailand (IHAT) 16. Judo Association of Thailand Under The Patronage of His Majesty The King (JAT) 17. Jujitsu Federation of Thailand 18. Lawn Bowls Association of Thailand (L.B.A.) 19. Motorcycle Sports Association of Thailand (MSAT) 20. Muaythai Association Of Thailand Under The Patronage Of The Royal Crown Prince Vajiralongkorn (MAT) 21. National Archery Association of Thailand (N.A.A.T.) 22. Pencak Silat Association of Thailand (P.S.A.T.) 23. Royal Aeronautic Sports Association of Thailand (RASAT) 24. Skeet & Trap Association of Thailand (STAT)

2. Amateur Sports Association

3. Representing CVA quadrants

4. Proportionally random sampling

SportAccord

Amateur

Open System

Excluded

SportAccord

Amateur

Human Relations

Excluded

SportAccord

Amateur

Open System

Excluded

SportAccord

Amateur

Internal Process

Excluded

SportAccord

Amateur

Open System

Excluded

SportAccord

Amateur

Internal Process

Excluded

SportAccord

Amateur

Open System

Excluded

Amateur

Internal Process

Excluded

SportAccord

Amateur

Open System

Excluded

SportAccord

Amateur

Human Relations

Excluded

1. SportAccord Excluded

Excluded

SportAccord

Excluded

160 Table A (continue) Criteria Sports Association of Thailand 25. Soft Tennis Association of Thailand (STAT) 26. Sports Association For The Disabled of Thailand Under The Royal Patronage (SADT) 27. Taekwondo Association of Thailand (T.A.T.) 28. Thai Amateur Weightlifting Association (TAWA) 29. Thai Amateur Wrestling Association (T.A.W.A.) 30. Thai Cycling Association Under The Royal Patronage of His Majesty The King (T.C.A.) 31. Thai Jet Sports Boating Association (TJSBA) 32. Thai Practical Shooting Association 33. Thai Rugby Union Under The Royal Patronage of His Majesty The King (TRU.) 34. Thai Sports Association of Thailand Under The Royal Patronage (T.S.A.) 35. Thai Tenpin Bowling Association (TTBA) 36. Thai Transplant Sport Association (TTSA) 37. Thailand Bodybuilding & Physique Sport Association (TBPA) 38. Thailand Chess Association

1. SportAccord

2. Amateur Sports Association

3. Representing CVA quadrants

4. Proportionally random sampling

SportAccord

Amateur

Open System

Excluded

SportAccord

Amateur

Rational Goal

Excluded

SportAccord

Amateur

Rational Goal

Excluded

SportAccord

Amateur

Open System

Excluded

SportAccord

Amateur

Human Relations

Excluded

Amateur

Internal Process

Excluded

SportAccord

Amateur

Human Relations

Excluded

SportAccord

Amateur

Open System

Excluded

Excluded

Excluded Excluded

SportAccord

Excluded Excluded Excluded

161 Table A (continue) Criteria Sports Association of Thailand 39. Thailand Dancesports Association (TDSA) 40. Thailand Diving Association (T.D.A) 41. Thailand Equestrian Federation (TEF) 42. Thailand Extreme Sports Association 43. Thailand Golf Association under Royal Patronage of His Majesty the King (TGA) 44. Thailand Hockey Association (T.H.A.) 45. Thailand Ice Skating Association 46. Thailand Karate Federation (TKF) 47. Thailand Polo Association (TPA) 48. Thailand Professional Golf Association (Thai PGA) 49. Thailand Squash Rackets Association (TSRA) 50. Thailand Swimming Association (T.A.S.A.) 51. Thailand Volleyball Association (TVA) Volleyball 52. The Amateur Baseball Association of Thailand (ABAT)

1. SportAccord

2. Amateur Sports Association

3. Representing CVA quadrants

4. Proportionally random sampling

SportAccord

Amateur

Human Relations

Excluded

Amateur

Internal Process

SportAccord

Amateur

Human Relations

SportAccord

Amateur

Open System

Excluded

SportAccord

Amateur

Open System

Excluded

SportAccord

Amateur

Open System

Excluded

SportAccord

Amateur

Open System

Excluded

SportAccord

Professional Excluded

SportAccord

Amateur

Open System

Excluded

SportAccord

Amateur

Internal Process

Excluded

SportAccord

Amateur

Rational Goal

Randomly selected

SportAccord

Amateur

Human Relations

Excluded

Excluded SportAccord Excluded

162 Table A (continue) Criteria Sports Association of Thailand 53. The Badminton Association of Thailand Under The Royal Patronage of His Majesty The King (BAT) 54. The Football Association of Thailand Under The Patronage of His Majesty The King (F.A.T.) - Soccer 55. The Gymnastic Association of Thailand (G.A.T.) 56. The Lawn Tennis Association of Thailand Under His Majestys Patronage (LTAT) Tennis 57. The National Shooting Sport Association of Thailand Under The Royal Patronage (N.S.S.A.T.) 58. The Netball Association of Thailand (N.A.T) 59. The Petanque Federation of Thailand Under The Royal Patronage of The Princess Mother (P.A.T.) 60. The Professional Boxing Association of Thailand (P.A.T.) 61. The Rowing & Canoeing Association of Thailand (R.C.A.T.)

1. SportAccord

2. Amateur Sports Association

3. Representing CVA quadrants

4. Proportionally random sampling

SportAccord

Amateur

Rational Goal

Excluded

SportAccord

Amateur

Open System

Randomly selected

SportAccord

Amateur

Human Relations

Excluded

SportAccord

Amateur

Internal Process

Randomly selected

SportAccord

Amateur

Internal Process

Excluded

SportAccord

Amateur

Internal Process

Excluded

SportAccord

Professional Excluded

SportAccord

Amateur

Open System

Excluded

163 Table A (continue) Criteria Sports Association of Thailand 62. The Royal Automobile Association of Thailand under Royal Patronage (R.A.A.T.) 63. The Sports Climbing Association of Thailand 64. The Table Tennis Association of Thailand (T.T.A.T.) 65. The Takraw Association of Thailand (TAT) 66. Triathlon Association of Thailand (TAT) 67. Tug of War Thailand Association (TWTA) 68. Windsurfing Association of Thailand (WATH) 69. Woodball Association Of Thailand (WAT) 70. Wushu Federation of Thailand (WFT) 71. Yacht Racing Association of Thailand Under The Royal Patronage of His Majesty The King (YRAT)

Summary

2. Amateur Sports Association

3. Representing CVA quadrants

4. Proportionally random sampling

SportAccord

Amateur

Open System

Excluded

SportAccord

Amateur

Internal Process

Excluded

SportAccord

Amateur

Rational Goal

Excluded

SportAccord

Amateur

Open System

Excluded

SportAccord

Amateur

Open System

Excluded

SportAccord

Amateur

Internal Process

Excluded

Amateur

Internal Process

1. SportAccord

Excluded

Excluded SportAccord

Excluded

55 sports associations (SA) passed SportAccord criteria

53 SA passed Amateur criteria

6 SA represented Rational Goal, 24 SA represented Open System, 12 SA represented Internal Process, and 11 SA represented Human Relations

5 SA were randomly selected

164

Appendix B Invitation Letters

165

Invitation Letter Dear Member of Domestic Expert: I, Dittachai Chankuna, am conducting a study on “Operationalization of the Competing Value Approach for Developing Sports’ Organizational Effectiveness in Thailand” as my doctoral dissertation at CRU, under the supervision of Assist. Prof. Dr. Nilmanee Sriboon. You are invited to participate in the study as a member of domestic expert. The purpose of this study is to operationalize a model of management for sports organizational effectiveness in Thailand. In addition, I will determine subscales within the construct of the CVA (Competing Value Approach) in Thailand sports organizations. The results of the study can classified a program, product, person, policy, performance, proposal, or portfolio specifically for sports communities. The study’s success and accurate depiction of the relationship between each manifest factors (cells) of CVA and organizational effectiveness in Thailand is highly dependent upon your sincere response. I wonder if you could response the content validity test for the preliminary scale which was instructed and attached with this letter. Completing the questions should take about 40-60 minutes of your time. If you have any question regarding these questions, do not hesitate to contact me both e-mail ([email protected]) and mobile (089-983-3516). Thank you so much. Sincerely, Dittachai Chankuna, D.BA. Candidate in Sport Management Graduate School Chandrakasem Rajabhat University 39/1 Ratchadapisek Road., Chandrakasem Chatuchak, Bangkok Thailand 10900 [email protected] 089-983-3516

166

Invitation Letter Dear Member of Sports Association: I, Dittachai Chankuna, am conducting a study on “Operationalization of the Competing Value Approach for Developing Sports’ Organizational Effectiveness in Thailand” as my doctoral dissertation at CRU under the supervision of Assist. Prof. Dr. Nilmanee Sriboon. You are invited to participate in the study as a member of Sports Association expert. The purpose of this study is to operationalize a model of management for sports organizational effectiveness in Thailand. In addition, I will determine subscales within the construct of the CVA (Competing Value Approach) in Thailand sports organizations. The results of the study can classified a program, product, person, policy, performance, proposal, or portfolio specifically for sports communities. The study’s success and accurate depiction of the relationship between each manifest factors (cells) of CVA and organizational effectiveness in Thailand is highly dependent upon your sincere response. I wonder if you could response the content validity test for the preliminary scale and constituency groups identification questionnaire which were instructed and attached with this letter (email). Completing the questions should take about 60 minutes of your time. If you have any question regarding these questions, do not hesitate to contact me both email ([email protected]) and mobile (089-983-3516). Thank you so much. Sincerely, Dittachai Chankuna, D.BA. Candidate in Sport Management Graduate School Chandrakasem Rajabhat University 39/1 Ratchadapisek Road., Chandrakasem Chatuchak, Bangkok 10900 [email protected] 089-983-3516

167

Invitation Letter Dear Member of International Expert: I, Dittachai Chankuna, am conducting a study on “Operationalization of the Competing Value Approach for Developing Sports’ Organizational Effectiveness in Thailand” as my doctoral dissertation at CRU, under the supervision of Assist. Prof. Dr. Nilmanee Sriboon. You are invited to participate in the study as a member of international expert. The purpose of this study is to operationalize a model of management for sports organizational effectiveness in Thailand. In addition, I will determine subscales within the construct of the CVA (Competing Value Approach) in Thailand sports organizations. The results of the study can classified a program, product, person, policy, performance, proposal, or portfolio specifically for sports communities. The study’s success and accurate depiction of the relationship between each manifest factors (cells) of CVA and organizational effectiveness in Thailand is highly dependent upon your sincere response. I wonder if you could response the content validity test for the preliminary scale which was instructed and attached with this letter. Completing the questions should take about 40-60 minutes of your time. If you have any question regarding these questions, do not hesitate to contact me both e-mail ([email protected] or [email protected]) and mobile (+1-706-461-6004 or +6689983-3516). Thank you so much. Sincerely, Dittachai Chankuna, D.BA. Candidate in Sport Management Graduate School Chandrakasem Rajabhat University 39/1 Ratchadapisek Road., Chandrakasem Chatuchak, Bangkok Thailand 10900 [email protected] or [email protected] +1-706-461-6004 or +6689-983-3516

168

Appendix C Content Validity Test for the Preliminary Scale

   

 

 

169 Operationalization of the Competing Value Approach for Developing Sports’ Organizational Effectiveness in Thailand การนํารูปแบบการสร้างคุณค่าความสามารถในการแข่งขันมาใช้เพือพัฒนาประสิ ทธิ ผลองค์กรกีฬาในประเทศไทย

Content Validity Test for the Preliminary Scale การทดสอบความแม่นยําเชิงเนื อหาของมาตรวัดเบืองต้น Instruction: Each of the following 66 statements below describes an indication of organizational effectiveness in terms of obtainment of core sport value and worthiness of investing financial and human resources. Formulation of these statements is based on the Competing Value Approach (CVA; Quinn & Rohrbaugh, 1983; Shilbury & Moore, 2006). You are asked to evaluate the relevance, representativeness, and clarity of a statement under a specified factor on a Likert 5-point scale (5 = Strongly Agree to 1 = Strongly Disagree) by placing an "X" in the appropriate space. Please feel free to provide additional input in the "Other comment" space under each specific factor. Here are the definitions for relevance, representativeness, and clarity: คําแนะนํ า: แต่ละ 66 ถ้อยแถลงนีอธิบายถึงตัวชีวัดของประสิทธิผลองค์กรในนิยามของการบรรลุแก่นแท้คุณค่ากีฬาและความคุม้ ค่าของการลงทุนด้านการเงินและ ทรัพยากรบุคคล การสร้างถ้อยแถลงเหล่านีอยูบ่ นพืนฐานของรูปแบบคุณค่าความสามารถในการแข่งขัน (Competing Value Approach - CVA; Quinn & Rohrbaugh, 1983; Shilbury & Moore, 2006) ท่านจะถูกถามเพือประเมินความสอดคล้อง ความเป็ นตัวแทน และความชัดเจน ของแต่ละถ้อยแถลงภายใต้ปจั จัยเฉพาะบนมาตรวัด 5 คะแนนของลิเคิรท์ (5 คือ เห็นด้วยอย่างยิง ถึง 1 คือ ไม่เห็นด้วยอย่างยิง) โดยเขียนเครืองหมาย "X" ในช่องว่างทีเหมาะสม โปรดผ่อนคลายในการให้ขอ้ มูลเพิมเติมในช่องว่าง "ข้อเสนอแนะอืน" ภายใต้แต่ละ ปจั จัย นีคือนิยามศัพท์ของความสอดคล้อง ความเป็ นตัวแทน และความชัดเจน Relevance: To what extent is this item relevant to the specified factor? ความสอดคล้อง ตรงกับ อะไรทีข้อนีขยายความแล้วสอดคล้องกับปจั จัยทีเฉพาะนัน Representativeness: To what extent is this item represents the specified factor? ความเป็ นตัวแทน ตรงกับ อะไรทีข้อนีขยายความแล้วเป็ นตัวแทนของปจั จัยที เฉพาะนัน Clarity: To what extent does this item measure the specified factor only, not another factor(s) as well? ความชัดเจน ตรงกับ อะไรทีข้อนีขยายความแล้ววัดปจั จัย ทีเฉพาะนีเท่านัน มิใช่วดั ปจั จัยอืนๆ ด้วย

 

169

 

170 Operationalization of the Competing Value Approach for Developing Sports’ Organizational Effectiveness in Thailand การนํารูปแบบการสร้างคุณค่าความสามารถในการแข่งขันมาใช้เพือพัฒนาประสิ ทธิ ผลองค์กรกีฬาในประเทศไทย

Statement ถ้อยแถลง

Comment ข้อเสนอแนะ Relevance Representativeness Clarity ความสอดคล้อง ความเป็ นตัวแทน ความชัดเจน 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1

Flexibility: ability to optimization resources of the organization to achieve its goal. ความยืดหยุน่ คือ ความสามารถใช้ทรัพยากรให้เกิดผลดีทสุี ดขององค์กรเพือบรรลุวตั ถุประสงค์ 1) The organization is seeking opportunities to develop the sport (e.g., volleyball, tennis, muaythai, soccer, or track & field). องค์กรพยายามหาโอกาสเพือการพัฒนากีฬา (ตัวอย่างเช่น วอลเลย์บอล, เทนนิส, มวยไทย, หรือ กรีฑาลูแ่ ละลาน) 2) The board is receptive to suggestions for change. คณะกรรมการบริหารมีใจยอมรับเพือการเสนอแนะ สําหรับการเปลียนแปลง 3) The organization monitors and responds to changes in constituents' (e.g., coach, players, institutions, media, school, or government) expectations. องค์กรตรวจตราและตอบสนองในการ เปลียนแปลงให้ตรงตามความคาดหวังของผูม้ สี ทิ ธิในการแสดงความคิดเห็น (ตัวอย่างเช่น ผูฝ้ ึกสอนกีฬา, ผูเ้ ล่น, สถาบันต่างๆ, สือ, โรงเรียน, หรือ รัฐบาล) 4) The organization monitors and responds to changes in media and public perceptions of its operations. องค์กรตรวจตราและตอบสนองในการเปลียนแปลงของสือและความเข้าใจของสาธารณชนต่อการ ปฏิบตั งิ านขององค์กรได้

 

170

 

171 Operationalization of the Competing Value Approach for Developing Sports’ Organizational Effectiveness in Thailand การนํารูปแบบการสร้างคุณค่าความสามารถในการแข่งขันมาใช้เพือพัฒนาประสิ ทธิ ผลองค์กรกีฬาในประเทศไทย

Statement ถ้อยแถลง

Comment ข้อเสนอแนะ Relevance Representativeness Clarity ความสอดคล้อง ความเป็ นตัวแทน ความชัดเจน 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1

5) The organization monitors and responds to changes in government funding, legislation, and the economic environment. องค์กรตรวจตราและตอบสนองในการเปลียนแปลงทางด้านงบประมาณของรัฐ กฎหมาย และสภาพแวดล้อมทางเศรษฐกิจได้ Other comment ข้อเสนอแนะอืน: Resources: acquisition of environment into resource of the organization. แหล่งทรัพยากร คือ การได้มาของสิงแวดล้อมไปจนถึงทรัพยากรขององค์กร 1) The organization attracts satisfactory numbers of players. องค์กรดึงดูดผูเ้ ล่นได้ตามจํานวนทีพึงพอใจ 2) The organization attracts satisfactory numbers of referees. องค์กรดึงดูดกรรมการตัดสินกีฬาได้ตาม จํานวนทีพึงพอใจ 3) The organization attracts satisfactory numbers of volunteer workers. องค์กรดึงดูดผูท้ าํ งานอาสาสมัคร ได้ตามจํานวนทีพึงพอใจ 4) The organization attracts satisfactory numbers of coaches. องค์กรดึงดูดผูฝ้ ึกสอนกีฬาได้ตามจํานวนที พึงพอใจ

 

171

 

172 Operationalization of the Competing Value Approach for Developing Sports’ Organizational Effectiveness in Thailand การนํารูปแบบการสร้างคุณค่าความสามารถในการแข่งขันมาใช้เพือพัฒนาประสิ ทธิ ผลองค์กรกีฬาในประเทศไทย

Statement ถ้อยแถลง

Comment ข้อเสนอแนะ Relevance Representativeness Clarity ความสอดคล้อง ความเป็ นตัวแทน ความชัดเจน 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1

5) The organization gains adequate government funding. องค์กรได้รบั งบประมาณจากรัฐบาลอย่าง เพียงพอ 6) The organization gains substantial private sector sponsorship. องค์กรได้รบั การสนับสนุ นอย่างจริงจัง จากหน่วยงานเอกชน 7) The organization is able to acquire funds from a variety of sources. องค์กรมีความสามารถในการหา งบประมาณจากแหล่งต่างๆ หลายแหล่ง 8) The organization is successful at attracting spectators. องค์กรประสบผลสําเร็จในการดึงดูดผูช้ ม 9) The organization attracts quality professional staff. องค์กรดึงดูดพนักงานมืออาชีพอย่างมีคุณภาพ 10) The organization has adequate facilities for all levels of competitions. องค์กรมีสงอํ ิ านวยความสะดวก เพียงพอสําหรับการแข่งขันทุกระดับ Other comment ข้อเสนอแนะอืน:

 

172

 

173 Operationalization of the Competing Value Approach for Developing Sports’ Organizational Effectiveness in Thailand การนํารูปแบบการสร้างคุณค่าความสามารถในการแข่งขันมาใช้เพือพัฒนาประสิ ทธิ ผลองค์กรกีฬาในประเทศไทย

Statement ถ้อยแถลง

Comment ข้อเสนอแนะ Relevance Representativeness Clarity ความสอดคล้อง ความเป็ นตัวแทน ความชัดเจน 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1

Planning: organization focus either short or long term goals. การวางแผน คือ การมุง่ เน้นขององค์กรไม่วา่ จุดหมายระยะสันหรือระยะยาว 1) The strategic plan of the organization includes clear actioning. แผนยุทธศาสตร์ขององค์กรประกอบด้วย การปฏิบตั ทิ ชัี ดเจน 2) The strategic plan of the organization includes clear and attainable objectives. แผนยุทธศาสตร์ของ องค์กรประกอบด้วยความชัดเจนและสามารถบรรลุวตั ถุประสงค์ได้ 3) The organization regularly engages in long-term strategic planning. องค์กรมักจะมีการวางแผน ยุทธศาสตร์ในระยะยาว 4) The strategic plan includes vision for the future. แผนยุทธศาสตร์ประกอบด้วยวิสยั ทัศน์ทจะมุ ี ง่ ไปสู่ อนาคต 5) The organization regularly evaluates its performance based on the strategic plan. องค์กรมักจะถูก ประเมินผลการปฏิบตั งิ านบนพืนฐานของแผนยุทธศาสตร์อย่างสมําเสมอ 6) The strategic plan includes identification of how the plan can be resourced. แผนยุทธศาสตร์ ประกอบด้วยการชีชัดถึงแหล่งทีมาของแผนได้ 7) The organization regularly reviews the strategic plan. องค์กรมักจะทบทวนและตรวจสอบแผน ยุทธศาสตร์อย่างสมําเสมอ

 

173

 

174 Operationalization of the Competing Value Approach for Developing Sports’ Organizational Effectiveness in Thailand การนํารูปแบบการสร้างคุณค่าความสามารถในการแข่งขันมาใช้เพือพัฒนาประสิ ทธิ ผลองค์กรกีฬาในประเทศไทย

Statement ถ้อยแถลง

Comment ข้อเสนอแนะ Relevance Representativeness Clarity ความสอดคล้อง ความเป็ นตัวแทน ความชัดเจน 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1

8) The strategic plan includes performance measures. แผนยุทธศาสตร์ประกอบด้วยการวัดผลการ ปฏิบตั งิ าน 9) The organization attempts to include the views of all constituent groups. องค์กรพยายามทีจะรวบรวม ความคิดเห็นของผูม้ สี ทิ ธิในการแสดงความคิดเห็นทุกกลุม่ Other comment ข้อเสนอแนะอืน: Productivity: end resource of the organization. ผลผลิต คือ ผลผลิตสุดท้ายขององค์กร 1) The organization achieves the goals specified in its strategic plan. องค์กรสามารถบรรลุเป้าหมายใน ยุทธศาสตร์ทตัี งไว้ 2) The organization is successful at providing services that meet the expectations of players. องค์กร ประสบผลสําเร็จในการจัดหาการบริการให้ตรงกับความต้องการและคาดหวังของผูเ้ ล่นได้ 3) The organization is successful at providing services that meet the expectations of coaches. องค์กร ประสบผลสําเร็จในการจัดหาการบริการให้ตรงกับความต้องการและคาดหวังของผูฝ้ ึกสอนกีฬาได้

 

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175 Operationalization of the Competing Value Approach for Developing Sports’ Organizational Effectiveness in Thailand การนํารูปแบบการสร้างคุณค่าความสามารถในการแข่งขันมาใช้เพือพัฒนาประสิ ทธิ ผลองค์กรกีฬาในประเทศไทย

Statement ถ้อยแถลง

Comment ข้อเสนอแนะ Relevance Representativeness Clarity ความสอดคล้อง ความเป็ นตัวแทน ความชัดเจน 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1

4) The organization is successful at providing services that meet the expectations of volunteer workers. องค์กรประสบผลสําเร็จในการจัดหาการบริการให้ตรงกับความต้องการและคาดหวังของผูท้ าํ งาน อาสาสมัครได้ 5) Organizational decisions are made efficiently at board level. คณะกรรมการบริหารสามารถตัดสินใจ เกียวกับองค์กรได้อย่างมีประสิทธิภาพ 6) The organization is able to maximize the use of its financial resources. องค์กรมีความสามารถในการ ใช้แหล่งเงินทุนได้อย่างเต็มที 7) The organization is able to maximize the use of its human resources. องค์กรมีความสามารถในการใช้ แหล่งทรัพยากรบุคคลได้อย่างเต็มที 8) The organization is successful at providing services that meet the expectations of spectators. องค์กร ประสบผลสําเร็จในการจัดหาการบริการให้ตรงกับความต้องการและคาดหวังของผูช้ ม 9) The board of the organization focuses on the management and direction of the sport (e.g., volleyball, tennis, muaythai, soccer, or track & field). คณะกรรมการบริหารขององค์กรมุง่ เน้นในการบริหาร จัดการและกําหนดทิศทางของกีฬา (ตัวอย่างเช่น วอลเลย์บอล, เทนนิส, มวยไทย, ฟุตบอล, หรือ กรีฑาลูแ่ ละ ลาน)

 

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176 Operationalization of the Competing Value Approach for Developing Sports’ Organizational Effectiveness in Thailand การนํารูปแบบการสร้างคุณค่าความสามารถในการแข่งขันมาใช้เพือพัฒนาประสิ ทธิ ผลองค์กรกีฬาในประเทศไทย

Statement ถ้อยแถลง

Comment ข้อเสนอแนะ Relevance Representativeness Clarity ความสอดคล้อง ความเป็ นตัวแทน ความชัดเจน 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1

10) The organization is successful at increasing affiliated membership numbers. องค์กรประสบ ความสําเร็จในการเพิมจํานวนสมาชิกได้มากพอ 11) The organization is successful at providing services that meet the expectations of referees. องค์กร ประสบผลสําเร็จในการจัดหาการบริการให้ตรงกับความต้องการและคาดหวังของกรรมการตัดสินกีฬาได้ 12) The organization utilizes current information technology. องค์กรใช้ประโยชน์จากเทคโนโลยีสารสนเทศ ทีมีอยูไ่ ด้ 13) The executive director (or its equivalent) is empowered with authority to make operational decisions. ผูอ้ าํ นวยการบริหาร (หรือเทียบเท่า) มีอาํ นาจในการบังคับบัญชาเพือตัดสินใจในการปฏิบตั งิ านได้ 14) Equipment and facilities for the sport (e.g., volleyball, tennis, muaythai, soccer, or track & field) are adequately provided by the organization. อุปกรณ์และสิงอํานวยความสะดวกสําหรับกีฬา (ตัวอย่างเช่น วอลเลย์บอล, เทนนิส, มวยไทย, ฟุตบอล, หรือ กรีฑาลูแ่ ละลาน) ถูกจัดหาไว้อย่างเพียงพอโดยองค์กร Other comment ข้อเสนอแนะอืน:

 

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177 Operationalization of the Competing Value Approach for Developing Sports’ Organizational Effectiveness in Thailand การนํารูปแบบการสร้างคุณค่าความสามารถในการแข่งขันมาใช้เพือพัฒนาประสิ ทธิ ผลองค์กรกีฬาในประเทศไทย

Statement ถ้อยแถลง

Comment ข้อเสนอแนะ Relevance Representativeness Clarity ความสอดคล้อง ความเป็ นตัวแทน ความชัดเจน 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1

Availability of Information: communication skill within and across organization. การได้มาของข้อมูล คือ ทักษะการสือสารภายในและข้ามผ่านองค์กร 1) The organization communicates well with affiliated province-level sport organizations. องค์กรสือสาร ได้เป็ นอย่างดีกบั องค์กรกีฬาอืนในระดับจังหวัด 2) The organization is able to communicate with all constituent groups. องค์กรสามารถสือสารกับผูม้ สี ทิ ธิ ในการแสดงความคิดเห็นทุกกลุม่ 3) The organization is successful at gaining feedback from constituent groups. องค์กรประสบผลสําเร็จใน การตอบรับจากผูม้ สี ทิ ธิในการแสดงความคิดเห็นทุกกลุม่ 4) The organization communicates well with other sport organizations. องค์กรสือสารได้เป็ นอย่างดีกบั องค์กรกีฬาอืน 5) The organization communicates well with government agencies. องค์กรสือสารได้อย่างดีกบั องค์กรหรือ ตัวแทนของรัฐบาล Other comment ข้อเสนอแนะอืน:

 

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178 Operationalization of the Competing Value Approach for Developing Sports’ Organizational Effectiveness in Thailand การนํารูปแบบการสร้างคุณค่าความสามารถในการแข่งขันมาใช้เพือพัฒนาประสิ ทธิ ผลองค์กรกีฬาในประเทศไทย

Statement ถ้อยแถลง

Comment ข้อเสนอแนะ Relevance Representativeness Clarity ความสอดคล้อง ความเป็ นตัวแทน ความชัดเจน 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1

Stability: retention of constituents of the organizational. ความมันคง คือ การรักษาไว้ซงผู ึ ม้ สี ทิ ธิในการแสดงความคิดเห็นขององค์กร 1) The organization has good retention rate of coaches. องค์กรสามารถรักษาผูฝ้ ึกสอนกีฬาในอัตราทีพอดี 2) The organization has good retention rate of volunteer workers. องค์กรสามารถรักษาผูท้ าํ งาน อาสาสมัครในอัตราทีพอดี 3) The organization has good retention rate of players. องค์กรสามารถรักษาผูเ้ ล่นในอัตราทีพอดี 4) The organization is able to protect and promote the growth of the sport. องค์กรมีความสามารถทีจะ ดูแลและส่งเสริมให้กฬี าให้เติบโตได้ 5) The organization has good retention rate of referees. องค์กรสามารถรักษากรรมการตัดสินกีฬาในอัตรา ทีพอดี 6) The organization is able to maintain a consistently good public profile. องค์กรมีความสามารถในการ รักษาและธํารงไว้ซงชื ึ อเสียงทีดีต่อสาธารณชน 7) The board of the organization is able to maintain consistency in administrative directions and decision making. คณะกรรมการบริหารขององค์กรมีความสามารถในการคงไว้ซงการกํ ึ าหนดทิศทางการ บริหารและการตัดสินใจ

 

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179 Operationalization of the Competing Value Approach for Developing Sports’ Organizational Effectiveness in Thailand การนํารูปแบบการสร้างคุณค่าความสามารถในการแข่งขันมาใช้เพือพัฒนาประสิ ทธิ ผลองค์กรกีฬาในประเทศไทย

Statement ถ้อยแถลง

Comment ข้อเสนอแนะ Relevance Representativeness Clarity ความสอดคล้อง ความเป็ นตัวแทน ความชัดเจน 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1

8) The organization has good retention rate of professional staff. องค์กรสามารถรักษาพนักงานมืออาชีพ ในอัตราทีพอดี 9) The organization is able to maintain sound financial operations. องค์กรมีความสามารถในรักษาสถานะ ทางการเงินได้ Other comment ข้อเสนอแนะอืน: Cohesive Workforce: well human resource system and smoothly internal environment. ความเป็นปึกแผ่นของแรงงาน คือ ระบบทรัพยากรบุคคลทีดีและสภาพแวดล้อมภายในที ไม่มคี วามขัดแย้ง 1) The organization has an adequate reward and recognition system for referees. องค์กรมีระบบการให้ รางวัลและแสดงความขอบคุณต่อกรรมการตัดสินกีฬาได้เป็ นอย่างดี 2) The organization has an adequate reward and recognition system for coaches. องค์กรมีระบบการให้ รางวัลและแสดงความขอบคุณต่อผูฝ้ ึกสอนกีฬาได้เป็ นอย่างดี 3) The organization has an adequate reward and recognition system for volunteer workers. องค์กรมี ระบบการให้รางวัลและแสดงความขอบคุณต่อผูท้ าํ งานอาสาสมัครได้เป็ นอย่างดี

 

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180 Operationalization of the Competing Value Approach for Developing Sports’ Organizational Effectiveness in Thailand การนํารูปแบบการสร้างคุณค่าความสามารถในการแข่งขันมาใช้เพือพัฒนาประสิ ทธิ ผลองค์กรกีฬาในประเทศไทย

Statement ถ้อยแถลง

Comment ข้อเสนอแนะ Relevance Representativeness Clarity ความสอดคล้อง ความเป็ นตัวแทน ความชัดเจน 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1

4) The organization has an adequate reward and recognition system for players. องค์กรมีระบบการให้ รางวัลและแสดงความขอบคุณต่อผูเ้ ล่นได้เป็ นอย่างดี 5) The organization has minimal interpersonal conflict among all workers including paid staff and volunteers. องค์กรมีความขัดแย้งระหว่างตัวบุคคลน้อยทีสุดระหว่างพนักงานด้วยกันรวมทังพนักงานประจํา และอาสาสมัครด้วย 6) Professional staff and volunteers are working collectively toward achieving common goals. พนักงาน มืออาชีพและอาสาสมัครต่างทํางานเพือให้บรรลุเป้าหมายเดียวกัน 7) Paid staff receives adequate compensation. พนักงานประจําได้รบั ค่าตอบแทนอย่างคุม้ ค่า Other comment ข้อเสนอแนะอืน:

 

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181 Operationalization of the Competing Value Approach for Developing Sports’ Organizational Effectiveness in Thailand การนํารูปแบบการสร้างคุณค่าความสามารถในการแข่งขันมาใช้เพือพัฒนาประสิ ทธิ ผลองค์กรกีฬาในประเทศไทย

Statement ถ้อยแถลง

Comment ข้อเสนอแนะ Relevance Representativeness Clarity ความสอดคล้อง ความเป็ นตัวแทน ความชัดเจน 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1

Skilled Workforce: competency of staffs and constituency groups of the organization. ทักษะแรงงาน คือ ความสามารถของพนักงานและผูม้ สี ทิ ธิในการแสดงความคิดเห็นของ องค์กร 1) The organization effectively adopts a formal performance appraisal process for professional staff. องค์กรได้วางระเบียบกระบวนการประเมินผลการปฏิบตั งิ านสําหรับพนักงานมืออาชีพได้เป็ นอย่างดี 2) The organization appoints professional staff members based on their professional knowledge, skills, abilities, and contributions. องค์กรได้คดั เลือก และแต่งตังพนักงานมืออาชีพตามพืนฐานของความรู้ ทักษะ ความสามารถ และการเสียสละของพนักงานได้อย่างถูกต้อง 3) The organization encourages and supports further professional training and development for its staff. องค์กรได้เกือหนุน และสนับสนุ นให้เกิดการพัฒนา และส่งเสริมพนักงานโดยการฝึกปฏิบตั งิ านอย่างมือ อาชีพ 4) The organization appoints board members based on professional knowledge, experience, and achievement. องค์กรได้คดั เลือก และแต่งตังคณะกรรมการบริหารตามพืนฐานของความรู้ ประสบการณ์ และ ความสําเร็จอย่างมืออาชีพ

 

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182 Operationalization of the Competing Value Approach for Developing Sports’ Organizational Effectiveness in Thailand การนํารูปแบบการสร้างคุณค่าความสามารถในการแข่งขันมาใช้เพือพัฒนาประสิ ทธิ ผลองค์กรกีฬาในประเทศไทย

Statement ถ้อยแถลง

Comment ข้อเสนอแนะ Relevance Representativeness Clarity ความสอดคล้อง ความเป็ นตัวแทน ความชัดเจน 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1

5) The organization has an adequate reward and recognition system for its referees. องค์กรมีระบบการ ให้รางวัลและแสดงความขอบคุณต่อกรรมการตัดสินกีฬาได้เป็ นอย่างดี 6) The organization conducts appropriate training and development for its coaches. องค์กรจัดฝึกอบรม และพัฒนาหลักสูตรสําหรับผูฝ้ ึกสอนกีฬาขององค์กรได้อย่างเหมาะสม 7) The organization has an adequate reward and recognition system for its volunteer workers. องค์กรมี ระบบการให้รางวัลและแสดงความขอบคุณต่อผูท้ าํ งานอาสาสมัครได้เป็ นอย่างดี Other comment ข้อเสนอแนะอืน:

 

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Appendix D Constituency Groups Identification Questionnaire

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Constituency Groups Identification Questionnaire แบบสอบถามการชีชัดกลุ่มผูม้ ีสิทธิในการแสดงความคิดเห็น The sports organizations are operating with the assistance of a distinct number of groups. Below is a list of such interest groups. Based on your experience, circle the groups that you have affiliated with previously to carry out organizational activities. Specify all the groups you circled are very pleasure. องค์กรกีฬามีการดําเนินงานร่วมกับการช่วยเหลือจากกลุ่มทีแตกต่างกัน ด้านล่างนี เป็ น รายการของกลุ่ ม ทีน่ า สนใจเหล่ า นัน โปรดวงกลมกลุ่ ม ซึงคุ ณ เคยมีส่ว นเกียวข้อ งเพือ ประกอบกิจ กรรมขององค์ ก รจากอดีต จนถึง ป จั จุ บ ัน ตามประสบการณ์ ข องคุ ณ หากระบุ รายละเอียดกลุ่มทีคุณวงกลมด้วยจะเป็ นทีซาบซึงยิง No ที

Group กลุ่ม

1

Cabinet คณะรัฐมนตรี

2

Board Member คณะกรรมการบริหาร

3

School โรงเรียน

4

University มหาวิทยาลัย

5

Government Agency ตัวแทนรัฐบาล

6

Sport Associations สมาคมกีฬา

Specify ระบุ

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7

National Olympic Committee of Thailand คณะกรรมการโอลิมปิคแห่งประเทศไทย

8

IFs สหพันธ์กฬี านานาชาติ

9

Employee ลูกจ้าง

10

Permanent/temporary Staff พนักงานประจํา/ พนักงานชัวคราว

11

Player ผูเ้ ล่น

12

Official เจ้าหน้าที

13

Volunteer อาสาสมัคร

14

Sponsor ผูส้ นับสนุน

15

Media สือ

16

Spectator ผูช้ ม

17

Other (please specify) อืนๆ(โปรดระบุ)

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Appendix E Organizational Effectiveness Questionnaire

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Request for Participation Dear Participant: Thank you for taking the time to assist with my dissertation research. The purpose of this study is to operationalize a model of management for sports organizational effectiveness in Thailand. Upon completing the survey, you will award a CRU Sport Management souvenir. Please be assured that responses to survey questions will remain confidential and be reported only in summary form for research purposes. Once the completed surveys are received, any information that is obtained in connection with this study and that can be identified with you will remain confidential except as required by law. All records pertaining to your participation will be kept in a password protected computer. Your participation is voluntary and by completing the survey you are indicating your informed consent to participate in this research and that you are 18 years old or over. No discomfort or risks are foreseen by participating in this study. Thank you for your consideration! Please keep this letter for your records. Sincerely, Dittachai Chankuna, D.BA. Candidate in Sport Management Graduate School Chandrakasem Rajabhat University 39/1 Ratchadapisek Road., Chandrakasem Chatuchak, Bangkok 10900 [email protected] 089-983-3516

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Organizational Effectiveness Questionnaire แบบสอบถามประสิทธิผลองค์กร Adapted from Quinn & Rohrbaugh (1983) and Shilbury & Moore (2006) Part I: Please answer the flowing questions. กรุณาตอบคําถามต่อไปนี 1) What is your gender? เพศของคุณคือ? ˆ Male ชาย ˆ Female หญิง 2) How old are you? คุณอายุเท่าไร? …………………year ปี…………………month เดือน 3) What sports association you have affiliated with? (Allow for multiple answers) คุณทํางานเกียวข้อง กับสมาคมกีฬาใด? (ตอบได้มากกว่า 1 ข้อ) ˆ Thailand Volleyball Association (TVA) สมาคมวอลเลย์บอลแห่งประเทศไทย (ส.ว.ท.) ˆ The Lawn Tennis Association of Thailand Under His Majesty’s Patronage (LTAT) ลอนเทนนิสสมาคมแห่งประเทศไทย ในพระบรมราชูปถัมภ์ (ล.ท.) ˆ Amateur Muaythai Association of Thailand (AMTAT) สมาคมมวยไทยสมัครเล่นแห่งประเทศไทย ในพระราชูปถัมภ์ สมเด็จพระบรมโอรสาธิราชฯสยามมกุฎราชกุมาร (สมทท.) ˆ The Football Association of Thailand Under The Patronage of His Majesty The King (F.A.T.) สมาคมฟุตบอลแห่งประเทศไทย ในพระบรมราชูปถัมภ์ (ส.ฟ.ท.) ˆ Athletic Association of Thailand Patron: His Majesty The King (A.A.T.) สมาคมกรีฑา แห่งประเทศไทย ในพระบรมราชูปถัมภ์ Part II: Each of the following 66 statements describes an effectiveness of sports association you dealt with may exhibit. For each statement there are five alternatives: แต่ละ 66 ประโยคต่อไปนีจะอธิบายประสิทธิผลของสมาคมกีฬาทีคุณทํางานเกียวข้องด้วยควรจะแสดงให้เห็น โดยมีตวั เลือก 5 ตัวเลือกสําหรับประโยคดังต่อไปนี 1. Strongly Disagree ไม่เห็นด้วยอย่างยิง; 2. Disagree ไม่เห็นด้วย; 3. Not Sure ไม่แน่ใจ; 4. Agree เห็นด้วย; 5. Strongly Agree เห็นด้วยอย่างยิง Please indicate perception of your organizational effectiveness by placing an "X" in the appropriate space. Answer all items even if you are unsure of any. There are no rights or wrong answers. Your spontaneous and honest response is important for the success of the study. กรุณาเลือกการรับรูป้ ระสิทธิผลองค์กรของคุณตามจริง โดยเขียนเครืองหมาย "X" ให้ตรงกับความ คิดเห็นของคุณ โปรดตอบคําถามทุกรายการแม้ว่าคุณจะไม่แน่ ใจ ไม่มคี ําตอบใดผิดหรือถูก การตอบคําถาม ด้วยตนเองและตรงไปตรงมาของคุณมีความสําคัญต่อความสําเร็จในการวิจยั นี

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Statements ประโยค Flexibility (5 statements) ความยืดหยุน่ 1) The organization is seeking opportunities to develop the sport (e.g., volleyball, tennis, muaythai, soccer, or track & field). องค์กรพยายามหาโอกาส เพือการพัฒนากีฬา (ตัวอย่างเช่น วอลเลย์บอล, เทนนิส, มวยไทย, หรือ กรีฑาลู่ และลาน) 2) The board is receptive to suggestions for change. คณะกรรมการบริหารมีใจ ยอมรับเพือการเสนอแนะสําหรับการเปลียนแปลง 3) The organization monitors and responds to changes in constituents' (e.g., coach, players, institutions, media, school, or government) expectations. องค์กรตรวจตราและตอบสนองในการเปลียนแปลงให้ตรงตามความคาดหวังของผูม้ ี สิทธิในการแสดงความคิดเห็น (ตัวอย่างเช่น ผูฝ้ ึกสอนกีฬา, ผูเ้ ล่น, สถาบันต่างๆ, สือ, โรงเรียน, หรือ รัฐบาล) 4) The organization monitors and responds to changes in media and public perceptions of its operations. องค์กรตรวจตราและตอบสนองในการเปลียนแปลง ของสือและความเข้าใจของสาธารณชนต่อการปฏิบตั งิ านขององค์กรได้ 5) The organization monitors and responds to changes in government funding, legislation, and the economic environment. องค์กรตรวจตราและ ตอบสนองในการเปลียนแปลงทางด้านงบประมาณของรัฐ กฎหมาย และ สภาพแวดล้อมทางเศรษฐกิจได้ Resources (10 statements) แหล่งทรัพยากร 1) The organization attracts satisfactory numbers of players. องค์กรดึงดูดผู้ เล่นได้ตามจํานวนทีพึงพอใจ 2) The organization attracts satisfactory numbers of referees. องค์กรดึงดูด กรรมการตัดสินกีฬาได้ตามจํานวนทีพึงพอใจ 3) The organization attracts satisfactory numbers of volunteer workers. องค์กรดึงดูดผูท้ าํ งานอาสาสมัครได้ตามจํานวนทีพึงพอใจ 4) The organization attracts satisfactory numbers of coaches. องค์กรดึงดูดผู้ ฝึกสอนกีฬาได้ตามจํานวนทีพึงพอใจ 5) The organization gains adequate government funding. องค์กรได้รบั งบประมาณจากรัฐบาลอย่างเพียงพอ 6) The organization gains substantial private sector sponsorship. องค์กรได้รบั การสนับสนุนอย่างจริงจังจากหน่วยงานเอกชน 7) The organization is able to acquire funds from a variety of sources. องค์กรมีความสามารถในการหางบประมาณจากแหล่งต่างๆ หลายแหล่ง 8) The organization is successful at attracting spectators. องค์กรประสบ ผลสําเร็จในการดึงดูดผูช้ ม 9) The organization attracts quality professional staff. องค์กรดึงดูดพนักงานมือ อาชีพอย่างมีคุณภาพ 10) The organization has adequate facilities for all levels of competitions. องค์กรมีสงอํ ิ านวยความสะดวกเพียงพอสําหรับการแข่งขันทุกระดับ

1

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Statements ประโยค Planning (9 statements) การวางแผน 1) The strategic plan of the organization includes clear actioning. แผน ยุทธศาสตร์ขององค์กรประกอบด้วยการปฏิบตั ทิ ชัี ดเจน 2) The strategic plan of the organization includes clear and attainable objectives. แผนยุทธศาสตร์ขององค์กรประกอบด้วยความชัดเจนและสามารถบรรลุ วัตถุประสงค์ได้ 3) The organization regularly engages in long-term strategic planning. องค์กร มักจะมีการวางแผนยุทธศาสตร์ในระยะยาว 4) The strategic plan includes vision for the future. แผนยุทธศาสตร์ ประกอบด้วยวิสยั ทัศน์ทจะมุ ี ง่ ไปสูอ่ นาคต 5) The organization regularly evaluates its performance based on the strategic plan. องค์กรมักจะถูกประเมินผลการปฏิบตั งิ านบนพืนฐานของแผน ยุทธศาสตร์อย่างสมําเสมอ 6) The strategic plan includes identification of how the plan can be resourced. แผนยุทธศาสตร์ประกอบด้วยการชีชัดถึงแหล่งทีมาของแผนได้ 7) The organization regularly reviews the strategic plan. องค์กรมักจะทบทวน และตรวจสอบแผนยุทธศาสตร์อย่างสมําเสมอ 8) The strategic plan includes performance measures. แผนยุทธศาสตร์ ประกอบด้วยการวัดผลการปฏิบตั งิ าน 9) The organization attempts to include the views of all constituent groups. องค์กรพยายามทีจะรวบรวมความคิดเห็นของผูม้ สี ทิ ธิในการแสดงความคิดเห็นทุก กลุ่ม Productivity (14 statements) ผลผลิต 1) The organization achieves the goals specified in its strategic plan. องค์กร สามารถบรรลุเป้าหมายในยุทธศาสตร์ทตัี งไว้ 2) The organization is successful at providing services that meet the expectations of players. องค์กรประสบผลสําเร็จในการจัดหาการบริการให้ตรงกับ ความต้องการและคาดหวังของผูเ้ ล่นได้ 3) The organization is successful at providing services that meet the expectations of coaches. องค์กรประสบผลสําเร็จในการจัดหาการบริการให้ตรง กับความต้องการและคาดหวังของผูฝ้ ึกสอนกีฬาได้ 4) The organization is successful at providing services that meet the expectations of volunteer workers. องค์กรประสบผลสําเร็จในการจัดหาการ บริการให้ตรงกับความต้องการและคาดหวังของผูท้ าํ งานอาสาสมัครได้ 5) Organizational decisions are made efficiently at board level. คณะกรรมการ บริหารสามารถตัดสินใจเกียวกับองค์กรได้อย่างมีประสิทธิภาพ 6) The organization is able to maximize the use of its financial resources. องค์กรมีความสามารถในการใช้แหล่งเงินทุนได้อย่างเต็มที 7) The organization is able to maximize the use of its human resources. องค์กรมีความสามารถในการใช้แหล่งทรัพยากรบุคคลได้อย่างเต็มที

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Statements ประโยค 8) The organization is successful at providing services that meet the expectations of spectators. องค์กรประสบผลสําเร็จในการจัดหาการบริการให้ตรง กับความต้องการและคาดหวังของผูช้ ม 9) The board of the organization focuses on the management and direction of the sport (e.g., volleyball, tennis, muaythai, soccer, or track & field). คณะกรรมการบริหารขององค์กรมุง่ เน้นในการบริหารจัดการและกําหนดทิศทางของ กีฬา (ตัวอย่างเช่น วอลเลย์บอล, เทนนิส, มวยไทย, ฟุตบอล, หรือ กรีฑาลู่และ ลาน) 10) The organization is successful at increasing affiliated membership numbers. องค์กรประสบความสําเร็จในการเพิมจํานวนสมาชิกได้มากพอ 11) The organization is successful at providing services that meet the expectations of referees. องค์กรประสบผลสําเร็จในการจัดหาการบริการให้ตรง กับความต้องการและคาดหวังของกรรมการตัดสินกีฬาได้ 12) The organization utilizes current information technology. องค์กรใช้ ประโยชน์จากเทคโนโลยีสารสนเทศทีมีอยูไ่ ด้ 13) The executive director (or its equivalent) is empowered with authority to make operational decisions. ผูอ้ าํ นวยการบริหาร (หรือเทียบเท่า) มีอาํ นาจในการ บังคับบัญชาเพือตัดสินใจในการปฏิบตั งิ านได้ 14) Equipment and facilities for the sport (e.g., volleyball, tennis, muaythai, soccer, or track & field) are adequately provided by the organization. อุปกรณ์ และสิงอํานวยความสะดวกสําหรับกีฬา (ตัวอย่างเช่น วอลเลย์บอล, เทนนิส, มวย ไทย, ฟุตบอล, หรือ กรีฑาลู่และลาน) ถูกจัดหาไว้อย่างเพียงพอโดยองค์กร Availability of Information (5 statements) การได้มาของข้อมูล 1) The organization communicates well with affiliated province-level sport organizations. องค์กรสือสารได้เป็ นอย่างดีกบั องค์กรกีฬาอืนในระดับจังหวัด 2) The organization is able to communicate with all constituent groups. องค์กรสามารถสือสารกับผูม้ สี ทิ ธิในการแสดงความคิดเห็นทุกกลุ่ม 3) The organization is successful at gaining feedback from constituent groups. องค์กรประสบผลสําเร็จในการตอบรับจากผูม้ สี ทิ ธิในการแสดงความ คิดเห็นทุกกลุ่ม 4) The organization communicates well with other sport organizations. องค์กรสือสารได้เป็ นอย่างดีกบั องค์กรกีฬาอืน 5) The organization communicates well with government agencies. องค์กร สือสารได้อย่างดีกบั องค์กรหรือตัวแทนของรัฐบาล Stability (9 statements) ความมันคง 1) The organization has good retention rate of coaches. องค์กรสามารถรักษา ผูฝ้ ึกสอนกีฬาในอัตราทีพอดี 2) The organization has good retention rate of volunteer workers. องค์กร สามารถรักษาผูท้ าํ งานอาสาสมัครในอัตราทีพอดี 3) The organization has good retention rate of players. องค์กรสามารถรักษาผู้ เล่นในอัตราทีพอดี

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Statements ประโยค 4) The organization is able to protect and promote the growth of the sport. องค์กรมีความสามารถทีจะดูแลและส่งเสริมกีฬาให้เติบโตได้ 5) The organization has good retention rate of referees. องค์กรสามารถรักษา กรรมการตัดสินกีฬาในอัตราทีพอดี 6) The organization is able to maintain a consistently good public profile. องค์กรมีความสามารถในการรักษาและธํารงไว้ซงชื ึ อเสียงทีดีต่อสาธารณชน 7) The board of the organization is able to maintain consistency in administrative directions and decision making. คณะกรรมการบริหารขององค์กร มีความสามารถในการคงไว้ซงการกํ ึ าหนดทิศทางการบริหารและการตัดสินใจ 8) The organization has good retention rate of professional staff. องค์กร สามารถรักษาพนักงานมืออาชีพในอัตราทีพอดี 9) The organization is able to maintain sound financial operations. องค์กรมี ความสามารถในรักษาสถานะทางการเงินได้ Cohesive Workforce (7 statements) ความเป็ นปึ กแผ่นของแรงงาน 1) The organization has an adequate reward and recognition system for referees. องค์กรมีระบบการให้รางวัลและแสดงความขอบคุณต่อกรรมการตัดสิน กีฬาได้เป็ นอย่างดี 2) The organization has an adequate reward and recognition system for coaches. องค์กรมีระบบการให้รางวัลและแสดงความขอบคุณต่อผูฝ้ ึกสอนกีฬาได้ เป็ นอย่างดี 3) The organization has an adequate reward and recognition system for volunteer workers. องค์กรมีระบบการให้รางวัลและแสดงความขอบคุณต่อผู้ ทํางานอาสาสมัครได้เป็ นอย่างดี 4) The organization has an adequate reward and recognition system for players. องค์กรมีระบบการให้รางวัลและแสดงความขอบคุณต่อผูเ้ ล่นได้เป็ นอย่างดี 5) The organization has minimal interpersonal conflict among all workers including paid staff and volunteers. องค์กรมีความขัดแย้งระหว่างตัวบุคคลน้อย ทีสุดระหว่างพนักงานด้วยกันรวมทังพนักงานประจํา และอาสาสมัครด้วย 6) Professional staff and volunteers are working collectively toward achieving common goals. พนักงานมืออาชีพและอาสาสมัครต่างทํางานเพือให้บรรลุ เป้าหมายเดียวกัน 7) Paid staff receives adequate compensation. พนักงานประจําได้รบั ค่าตอบแทนอย่างคุม้ ค่า Skilled Workforce (7 statements) ทักษะของแรงงาน 1) The organization effectively adopts a formal performance appraisal process for professional staff. องค์กรได้วางระเบียบกระบวนการประเมินผลการ ปฏิบตั งิ านสําหรับพนักงานมืออาชีพได้เป็ นอย่างดี 2) The organization appoints professional staff members based on their professional knowledge, skills, abilities, and contributions. องค์กรได้คดั เลือก และแต่งตังพนักงานมืออาชีพตามพืนฐานของความรู้ ทักษะ ความสามารถ และการ เสียสละของพนักงานได้อย่างถูกต้อง

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Statements ประโยค 3) The organization encourages and supports further professional training and development for its staff. องค์กรได้เกือหนุน และสนับสนุ นให้เกิดการพัฒนา และส่งเสริมพนักงานโดยการฝึกปฏิบตั งิ านอย่างมืออาชีพ 4) The organization appoints board members based on professional knowledge, experience, and achievement. องค์กรได้คดั เลือก และแต่งตัง คณะกรรมการบริหารตามพืนฐานของความรู้ ประสบการณ์ และความสําเร็จอย่าง มืออาชีพ 5) The organization has an adequate reward and recognition system for its referees. องค์กรมีระบบการให้รางวัลและแสดงความขอบคุณต่อกรรมการตัดสิน กีฬาได้เป็ นอย่างดี 6) The organization conducts appropriate training and development for its coaches. องค์กรจัดฝึกอบรมและพัฒนาหลักสูตรสําหรับผูฝ้ ึกสอนกีฬาขององค์กร ได้อย่างเหมาะสม 7) The organization has an adequate reward and recognition system for its volunteer workers. องค์กรมีระบบการให้รางวัลและแสดงความขอบคุณต่อผู้ ทํางานอาสาสมัครได้เป็ นอย่างดี

Perception Level ระดับการรับรู้ 1 2 3 4 5

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Appendix F Mplus Input Syntax

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Input of Final Modified Measurement Model TITLE: Final modified measurement CFA model; DATA: FILE is original 60 items-covariance.dat; TYPE is fullcov; Nobservations are 996; VARIABLE: NAMES ARE f1-f3 r1-r8 p1-p9 pr1-pr14 ai1-ai4 s1-s8 cw1-cw7 sw1-sw7; usevariables = f1-f3 r1-r8 p1-p9 pr1-pr14 ai1-ai4 s1-s8 cw1-cw7 sw1-sw7; ANALYSIS: Estimator = ml; MODEL: flx by f1* f2-f3; res by r1* r2-r8; pla by p1* p2-p9; pro by pr1* pr2-pr14; avf by ai1* ai2-ai4; sta by s1* s2-s8; cow by cw1* cw2-cw7; skw by sw1* sw2-sw7; ai1 with p1; cw4 with pr4; sw4 with pr1; r7 with r4; flx@1; res@1; pla@1; pro@1; avf@1; sta@1; cow@1; skw@1; OUTPUT: sampstat residual modindices standardized;

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Input of Final Modified CFA for OE model TITLE: Final Modified CFA for OE Model - Organizational Effectiveness; DATA: FILE is original 60 items-covariance.dat; TYPE is fullcov; Nobservations are 996; VARIABLE: NAMES ARE f1-f3 r1-r8 p1-p9 pr1-pr14 ai1-ai4 s1-s8 cw1-cw7 sw1-sw7; usevariables = f1-f3 r1-r8 p1-p9 pr1-pr14 ai1-ai4 s1-s8 cw1-cw7 sw1-sw7; MODEL: flx by f1* f2-f3; res by r1* r2-r8; pla by p1* p2-p9; pro by pr1* pr2-pr14; avf by ai1* ai2-ai4; sta by s1* s2-s8; cow by cw1* cw2-cw7; skw by sw1* sw2-sw7; ai1 with p1; cw4 with pr4; sw4 with pr1; r7 with r4; res with flx; cow with flx; cow with res; cw1 with ai4; flx@1; res@1; pla@1; pro@1; avf@1; sta@1; cow@1; skw@1; oe by flx res pla pro avf sta cow skw; OUTPUT: modindices standardized;

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Input of Second-order Measurement Model TITLE: Second Order Measurement XY-Model - Organizational Effectiveness; DATA: FILE is extract factors-correlation.txt; TYPE is corr; Nobservations are 996; VARIABLE: NAMES ARE flx res pla pro avf sta cow skw; usevariables = flx res pla pro avf sta cow skw; MODEL: means by flx pla avf cow; ends by res pro sta skw; means with ends;

OUTPUT: modindices standardized;

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Input of Structural Model TITLE: Structural Model - Organizational Effectiveness; DATA: FILE is extract factors-correlation.txt; TYPE is corr; Nobservations are 996; VARIABLE: NAMES ARE flx res pla pro avf sta cow skw; usevariables = flx res pla pro avf sta cow skw; MODEL: means by flx pla avf cow; ends by res pro sta skw; ends on means; avf with pla; OUTPUT: modindices standardized;

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Appendix G Consent Form and Interview Protocol

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Consent Form I…………………………………………….agree to take part in a research study titled “Operationalization of the Competing Value Approach for Developing Sports’ Organizational Effectiveness in Thailand”, which is being conducted by Dittachai Chankuna, D.BA. in Sport Management Program, Graduate School at the Chandrakasem Rajabhat University and Assistant Professor Dr. Nilmanee Sriboon, Major advisor and Chairman of D.BA. in Sport Management Program, Graduate School at the Chandrakasem Rajabhat University. I can refuse to participate or stop taking part at any time without giving any reason, and without penalty. I can request to have the results of the participation, to the extent that it can be identified as mine, removed from the research records or destroyed. If I volunteer to take part in this study, the duration of my participation will be no longer than 60 minutes and I will be asked to do the following: 1. Complete a questionnaire to capture demographic information. 2. Participate in a semi-structured interview with the researcher in which he will ask you to describe an effectiveness of sports association you dealt with. While there are no direct benefits to me, findings from this project may highlight the key factors that influence an effectiveness of sports association. This information can then be used to guide future research on organizational effectiveness as well as be incorporated into organizational policies and procedures. The researchers do not foresee any risks to me for participating in this study, nor do they expect that I will experience any discomfort or stress. With your permission, the researchers would like to make an audiotape of the interview. The researchers will keep my identity confidential. No identifying information about me or provided by me during this research, will be shared with others, unless required by law. Any records relating to my results or participation will be kept in a locked file which only the primary researcher can access. Only the research team will have access to the tape, which they will transcribe, removing any identifiers during transcription. The tapes will be erased after transcription is complete. The researcher will answer any further questions about the research, now or during the course of the project, and can be reached by mobile at: 089-983-3516. My signature below indicates that the researchers have answered all of my questions to my satisfaction and that I consent to volunteer for this study. I have been given a copy of this form. My signature also signifies that I am over 18 years of age.

…………………………..………. (Dittachai Chankuna) [email protected] 089-983-3516

……………………… Signature

……………………… Date

…………………………..………. (Name of Key Informant)

……………………… Signature

……………………… Date

Please sign both copies, keep one and return one to the researcher.

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Interview Protocol พิ ธีการสัมภาษณ์ Purpose จุดประสงค์ To introduce the study to participants, to begin the discussion of determining the eight constructs of Competing Value Approach (CVA) (Quinn & Rohrbaugh, 1983; Shilbury & Moore, 2006), and to interpret and explain the structural model of Thailand sports organizational effectiveness. เพือแนะนําการศึกษากับกลุ่มผูเ้ ข้าร่วม, เพือเริมการสนทนาในการกําหนดโครงสร้างทังแปดของแนวทางการสร้างคุณค่าการแข่งขัน, และเพือแปล ความหมายและอธิบายโครงสร้างรูปแบบประสิทธิผลองค์กรกีฬาไทย

Interview Questions: คําถามในการสัมภาษณ์ 1) Please defines organizational effectiveness based on your experience and figure below (description the eight constructs were next page). โปรดให้นิยาม ประสิทธิผลองค์กร ตามประสบการณ์ของท่านและรูปด้านล่างนี (คําอธิบายของโครงสร้างทังแปดอยู่หน้า ต่อไป)

Figure 1 Confirmatory Factor Analysis of Organizational Effectiveness

202 Description of the eight constructs of CVA คําอธิบายโครงสร้างทังแปดของแนว ทางการสร้างคุณค่า

1. Flexibility: ability to optimization resources of the organization to achieve its goal. ความยืดหยุน่ คือ ความสามารถใช้ทรัพยากรให้เกิดผลดีทสุี ดขององค์กรเพือบรรลุวตั ถุประสงค์ 2. Resources: acquisition of environment into resource of the organization. แหล่งทรัพยากร คือ การได้มาของสิงแวดล้อมไปจนถึงทรัพยากรขององค์กร

3. Planning: organization focus either short or long term goals. การวางแผน คือ การมุง่ เน้นขององค์กรไม่วา่ จุดหมายระยะสันหรือระยะยาว

4. Productivity: end resource of the organization. ผลผลิต คือ ผลผลิตสุดท้ายของ องค์กร

5. Availability of Information: communication skill within and across organization. การได้มาของข้อมูล คือ ทักษะการสือสารภายในและข้ามผ่านองค์กร 6. Stability: retention of constituents of the organizational. ความมันคง คือ การ รักษาไว้ซงผู ึ ม้ สี ทิ ธิในการแสดงความคิดเห็นขององค์กร

7. Cohesive Workforce: well human resource system and smoothly internal environment. ความเป็นปึกแผ่นของแรงงาน คือ ระบบทรัพยากรบุคคลทีดีและสภาพแวดล้อมภายในทีไม่มี ความขัดแย้ง

8. Skilled Workforce: competency of staffs and constituency groups of the organization. ทักษะแรงงาน คือ ความสามารถของพนักงานและผูม้ สี ทิ ธิในการแสดงความคิดเห็นของ องค์กร

Organizational Effectiveness is ประสิทธิผลองค์กร คือ....................................... ……………………………………………………………………………………………………….. ……………………………………………………………………………………………………….. ……………………………………………………………………………………………………….. ……………………………………………………………………………………………………….. ……………………………………………………………………………………………………….. ……………………………………………………………………………………………………….. ……………………………………………………………………………………………………….. ……………………………………………………………………………………………………….. ……………………………………………………………………………………………………….. ………………………………………………………………………………………………………..

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2) Please give an opinion, based on your perception of experience, regarding to the applicability of the construct of organizational effectiveness from right figure. โปรดให้ความคิดเห็นบน พืนฐานของการรับรู้ในประสบการณ์ ของท่านถึง การนํ า ไปใช้ไ ด้จ ริง ของโครงสร้า งประสิท ธิผ ล องค์กรกีฬาจากรูปทางด้านขวา

How each construct affected organizational effectiveness? How appropriateness of each scales within the construct of the CVA (description of all scales were next page)? Detail and an example related to describe scales are very pleasure. โครงสร้า งแต่ ล ะอัน มีผ ลต่ อ ประสิท ธิผ ลองค์ก ร อย่ า งไร? ประโยคในแต่ ล ะโครงสร้า งของแนว ทางการสร้างคุณค่าการแข่งขันมีความเหมาะสม มากน้อยเพียงใด (คําอธิบายของทุกประโยคอยู่ หน้าต่อไป)? โปรดระบุรายละเอียดและตัวอย่างที เกียวข้องกับแต่ละประโยคจะเป็ นพระคุณยิง

Figure 2 Depiction of Measurement Model

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Description of all scales of CVA คําอธิบายประโยคของแนวทางการสร้างคุณค่า Flexibility (3 statements) ความยืดหยุน่ 1) The organization is seeking opportunities to develop the sport (e.g., volleyball, tennis, muaythai, soccer, or track & field). องค์กรพยายามหาโอกาสเพือการพัฒนากีฬา (ตัวอย่างเช่น วอลเลย์บอล, เทนนิส, มวยไทย, หรือ กรีฑาลูแ่ ละลาน) 2) The board is receptive to suggestions for change. คณะกรรมการบริหารมีใจยอมรับ เพือการเสนอแนะสําหรับการเปลียนแปลง 3) The organization monitors and responds to changes in constituents' (e.g., coach, players, institutions, media, school, or government) expectations. องค์กรตรวจตราและตอบสนองในการ เปลียนแปลงให้ตรงตามความคาดหวังของผูม้ สี ทิ ธิในการแสดงความคิดเห็น (ตัวอย่างเช่น ผูฝ้ ึ กสอนกีฬา, ผู้ เล่น, สถาบันต่างๆ, สือ, โรงเรียน, หรือ รัฐบาล) Opinion about each statement on organizational effectiveness ความคิดเห็นของแต่ละ ประโยคต่อประสิทธิผลองค์กร……………………………………………………………………………………… ………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………. Resources (8 statements) แหล่งทรัพยากร 1) The organization attracts satisfactory numbers of players. องค์กรดึงดูดผูเ้ ล่นได้ตาม จํานวนทีพึงพอใจ 2) The organization attracts satisfactory numbers of referees. องค์กรดึงดูดกรรมการ ตัดสินกีฬาได้ตามจํานวนทีพึงพอใจ 3) The organization attracts satisfactory numbers of volunteer workers. องค์กรดึงดูดผู้ ทํางานอาสาสมัครได้ตามจํานวนทีพึงพอใจ 4) The organization attracts satisfactory numbers of coaches. องค์กรดึงดูดผูฝ้ ึกสอนกีฬา ได้ตามจํานวนทีพึงพอใจ 5) The organization gains substantial private sector sponsorship. องค์กรได้รบั การ สนับสนุ นอย่างจริงจังจากหน่วยงานเอกชน 6) The organization is able to acquire funds from a variety of sources. องค์กรมี ความสามารถในการหางบประมาณจากแหล่งต่างๆ หลายแหล่ง 7) The organization is successful at attracting spectators. องค์กรประสบผลสําเร็จในการ ดึงดูดผูช้ ม 8) The organization has adequate facilities for all levels of competitions. องค์กรมีสงิ อํานวยความสะดวกเพียงพอสําหรับการแข่งขันทุกระดับ Opinion about each statement on organizational effectiveness ความคิดเห็นของแต่ละ ประโยคต่อประสิทธิผลองค์กร……………………………………………………………………………………… ……………………………………………………………………………………………………………………….

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………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………. Planning (9 statements) การวางแผน 1) The strategic plan of the organization includes clear actioning. แผนยุทธศาสตร์ของ องค์กรประกอบด้วยการปฏิบตั ทิ ชัี ดเจน 2) The strategic plan of the organization includes clear and attainable objectives. แผน ยุทธศาสตร์ขององค์กรประกอบด้วยความชัดเจนและสามารถบรรลุวตั ถุประสงค์ได้ 3) The organization regularly engages in long-term strategic planning. องค์กรมักจะมีการ วางแผนยุทธศาสตร์ในระยะยาว 4) The strategic plan includes vision for the future. แผนยุทธศาสตร์ประกอบด้วยวิสยั ทัศน์ ทีจะมุง่ ไปสูอ่ นาคต 5) The organization regularly evaluates its performance based on the strategic plan. องค์กรมักจะถูกประเมินผลการปฏิบตั งิ านบนพืนฐานของแผนยุทธศาสตร์อย่างสมําเสมอ 6) The strategic plan includes identification of how the plan can be resourced. แผน ยุทธศาสตร์ประกอบด้วยการชีชัดถึงแหล่งทีมาของแผนได้ 7) The organization regularly reviews the strategic plan. องค์กรมักจะทบทวนและ ตรวจสอบแผนยุทธศาสตร์อย่างสมําเสมอ 8) The strategic plan includes performance measures. แผนยุทธศาสตร์ประกอบด้วยการ วัดผลการปฏิบตั งิ าน 9) The organization attempts to include the views of all constituent groups. องค์กร พยายามทีจะรวบรวมความคิดเห็นของผูม้ สี ทิ ธิในการแสดงความคิดเห็นทุกกลุม่ Opinion about each statement on organizational effectiveness ความคิดเห็นของแต่ละ ประโยคต่อประสิทธิผลองค์กร……………………………………………………………………………………… ………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………. Productivity (14 statements) ผลผลิต 1) The organization achieves the goals specified in its strategic plan. องค์กรสามารถ บรรลุเป้าหมายในยุทธศาสตร์ทตัี งไว้ 2) The organization is successful at providing services that meet the expectations of players. องค์กรประสบผลสําเร็จในการจัดหาการบริการให้ตรงกับความต้องการและคาดหวังของผูเ้ ล่นได้ 3) The organization is successful at providing services that meet the expectations of coaches. องค์กรประสบผลสําเร็จในการจัดหาการบริการให้ตรงกับความต้องการและคาดหวังของผูฝ้ ึกสอน กีฬาได้

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4) The organization is successful at providing services that meet the expectations of volunteer workers. องค์กรประสบผลสําเร็จในการจัดหาการบริการให้ตรงกับความต้องการและคาดหวังของผู้ ทํางานอาสาสมัครได้ 5) Organizational decisions are made efficiently at board level. คณะกรรมการบริหาร สามารถตัดสินใจเกียวกับองค์กรได้อย่างมีประสิทธิภาพ 6) The organization is able to maximize the use of its financial resources. องค์กรมี ความสามารถในการใช้แหล่งเงินทุนได้อย่างเต็มที 7) The organization is able to maximize the use of its human resources. องค์กรมี ความสามารถในการใช้แหล่งทรัพยากรบุคคลได้อย่างเต็มที 8) The organization is successful at providing services that meet the expectations of spectators. องค์กรประสบผลสําเร็จในการจัดหาการบริการให้ตรงกับความต้องการและคาดหวังของผูช้ ม 9) The board of the organization focuses on the management and direction of the sport (e.g., volleyball, tennis, muaythai, soccer, or track & field). คณะกรรมการบริหารขององค์กรมุง่ เน้น ในการบริหารจัดการและกําหนดทิศทางของกีฬา (ตัวอย่างเช่น วอลเลย์บอล, เทนนิส, มวยไทย, ฟุตบอล, หรือ กรีฑาลูแ่ ละลาน) 10) The organization is successful at increasing affiliated membership numbers. องค์กร ประสบความสําเร็จในการเพิมจํานวนสมาชิกได้มากพอ 11) The organization is successful at providing services that meet the expectations of referees. องค์กรประสบผลสําเร็จในการจัดหาการบริการให้ตรงกับความต้องการและคาดหวังของกรรมการ ตัดสินกีฬาได้ 12) The organization utilizes current information technology. องค์กรใช้ประโยชน์จาก เทคโนโลยีสารสนเทศทีมีอยูไ่ ด้ 13) The executive director (or its equivalent) is empowered with authority to make operational decisions. ผูอ้ ํานวยการบริหาร (หรือเทียบเท่า) มีอํานาจในการบังคับบัญชาเพือตัดสินใจในการ ปฏิบตั งิ านได้ 14) Equipment and facilities for the sport (e.g., volleyball, tennis, muaythai, soccer, or track & field) are adequately provided by the organization. อุปกรณ์และสิงอํานวยความสะดวกสําหรับ กีฬา (ตัวอย่างเช่น วอลเลย์บอล, เทนนิส, มวยไทย, ฟุตบอล, หรือ กรีฑาลู่และลาน) ถูกจัดหาไว้อย่าง เพียงพอโดยองค์กร Opinion about each statement on organizational effectiveness ความคิดเห็นของแต่ละ ประโยคต่อประสิทธิผลองค์กร……………………………………………………………………………………… ………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………. ……………………………………………………………………………………………………………………….

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Availability of Information (4 statements) การได้มาของข้อมูล 1) The organization communicates well with affiliated province-level sport organizations. องค์กรสือสารได้เป็ นอย่างดีกบั องค์กรกีฬาอืนในระดับจังหวัด 2) The organization is successful at gaining feedback from constituent groups. องค์กร ประสบผลสําเร็จในการตอบรับจากผูม้ สี ทิ ธิในการแสดงความคิดเห็นทุกกลุม่ 3) The organization communicates well with other sport organizations. องค์กรสือสารได้ เป็ นอย่างดีกบั องค์กรกีฬาอืน 4) The organization communicates well with government agencies. องค์กรสือสารได้ อย่างดีกบั องค์กรหรือตัวแทนของรัฐบาล Opinion about each statement on organizational effectiveness ความคิดเห็นของแต่ละ ประโยคต่อประสิทธิผลองค์กร……………………………………………………………………………………… ………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………. Stability (8 statements) ความมันคง 1) The organization has good retention rate of coaches. องค์กรสามารถรักษาผูฝ้ ึกสอน กีฬาในอัตราทีพอดี 2) The organization has good retention rate of volunteer workers. องค์กรสามารถรักษาผู้ ทํางานอาสาสมัครในอัตราทีพอดี 3) The organization has good retention rate of players. องค์กรสามารถรักษาผูเ้ ล่นใน อัตราทีพอดี 4) The organization is able to protect and promote the growth of the sport. องค์กรมี ความสามารถทีจะดูแลและส่งเสริมกีฬาให้เติบโตได้ 5) The organization has good retention rate of referees. องค์กรสามารถรักษากรรมการ ตัดสินกีฬาในอัตราทีพอดี 6) The organization is able to maintain a consistently good public profile. องค์กรมี ความสามารถในการรักษาและธํารงไว้ซงชื ึ อเสียงทีดีต่อสาธารณชน 7) The board of the organization is able to maintain consistency in administrative directions and decision making. คณะกรรมการบริหารขององค์กรมีความสามารถในการคงไว้ซงการกํ ึ าหนด ทิศทางการบริหารและการตัดสินใจ 8) The organization is able to maintain sound financial operations. องค์กรมี ความสามารถในรักษาสถานะทางการเงินได้ Opinion about each statement on organizational effectiveness ความคิดเห็นของแต่ละ ประโยคต่อประสิทธิผลองค์กร……………………………………………………………………………………… ………………………………………………………………………………………………………………………. ……………………………………………………………………………………………………………………….

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………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………. Cohesive Workforce (7 statements) ความเป็ นปึ กแผ่นของแรงงาน 1) The organization has an adequate reward and recognition system for referees. องค์กรมีระบบการให้รางวัลและแสดงความขอบคุณต่อกรรมการตัดสินกีฬาได้เป็ นอย่างดี 2) The organization has an adequate reward and recognition system for coaches. องค์กรมีระบบการให้รางวัลและแสดงความขอบคุณต่อผูฝ้ ึกสอนกีฬาได้เป็ นอย่างดี 3) The organization has an adequate reward and recognition system for volunteer workers. องค์กรมีระบบการให้รางวัลและแสดงความขอบคุณต่อผูท้ าํ งานอาสาสมัครได้เป็ นอย่างดี 4) The organization has an adequate reward and recognition system for players. องค์กรมีระบบการให้รางวัลและแสดงความขอบคุณต่อผูเ้ ล่นได้เป็ นอย่างดี 5) The organization has minimal interpersonal conflict among all workers including paid staff and volunteers. องค์กรมีความขัดแย้งระหว่างตัวบุคคลน้อยทีสุดระหว่างพนักงานด้วยกันรวมทัง พนักงานประจํา และอาสาสมัครด้วย 6) Professional staff and volunteers are working collectively toward achieving common goals. พนักงานมืออาชีพและอาสาสมัครต่างทํางานเพือให้บรรลุเป้าหมายเดียวกัน 7) Paid staff receives adequate compensation. พนักงานประจําได้รบั ค่าตอบแทนอย่าง คุม้ ค่า Opinion about each statement on organizational effectiveness ความคิดเห็นของแต่ละ ประโยคต่อประสิทธิผลองค์กร……………………………………………………………………………………… ………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………. Skilled Workforce (7 statements) ทักษะของแรงงาน 1) The organization effectively adopts a formal performance appraisal process for professional staff. องค์กรได้วางระเบียบกระบวนการประเมินผลการปฏิบตั งิ านสําหรับพนักงานมืออาชีพได้ เป็ นอย่างดี 2) The organization appoints professional staff members based on their professional knowledge, skills, abilities, and contributions. องค์กรได้คดั เลือก และแต่งตังพนักงานมืออาชีพตามพืนฐาน ของความรู้ ทักษะ ความสามารถ และการเสียสละของพนักงานได้อย่างถูกต้อง 3) The organization encourages and supports further professional training and development for its staff. องค์กรได้เกือหนุ น และสนับสนุ นให้เกิดการพัฒนา และส่งเสริมพนักงานโดยการ ฝึกปฏิบตั งิ านอย่างมืออาชีพ 4) The organization appoints board members based on professional knowledge, experience, and achievement. องค์กรได้คดั เลือก และแต่งตังคณะกรรมการบริหารตามพืนฐานของความรู้ ประสบการณ์ และความสําเร็จอย่างมืออาชีพ

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5) The organization has an adequate reward and recognition system for its referees. องค์กรมีระบบการให้รางวัลและแสดงความขอบคุณต่อกรรมการตัดสินกีฬาได้เป็ นอย่างดี 6) The organization conducts appropriate training and development for its coaches. องค์กรจัดฝึกอบรมและพัฒนาหลักสูตรสําหรับผูฝ้ ึกสอนกีฬาขององค์กรได้อย่างเหมาะสม 7) The organization has an adequate reward and recognition system for its volunteer workers. องค์กรมีระบบการให้รางวัลและแสดงความขอบคุณต่อผูท้ าํ งานอาสาสมัครได้เป็ นอย่างดี Opinion about each statement on organizational effectiveness ความคิดเห็นของแต่ละ ประโยคต่อประสิทธิผลองค์กร……………………………………………………………………………………… ………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………. ……………………………………………………………………………………………………………………….

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3) Please explain the relationship within the model from figure below. What do you think about the relationship (effect) of Flexibility, Planning, Availability of Information, and Cohesive Workforce to Means? What is your opinion about the relationship (effect) of Resources, Productivity, Stability, and Skilled Workforce to Ends? How do you feel that Means and Ends have a (high) relation, which affecting to organizational effectiveness? What would you like to do when get information from this model? Detail and an example related to describe latent factors are very pleasure. โปรด อธิบายความสัมพันธ์ภายในรูปแบบจากรูปด้านล่าง ท่านมีความคิดอย่างไรในความสัมพันธ์ (ผลกระทบ) ของ ความยืดหยุน่ การวางแผน การได้มาซึงข้อมูล และความเป็ นปึกแผ่นของแรงงานต่อเหตุ? ท่านมีความคิดเห็น อย่างไรในความสัมพันธ์ (ผลกระทบ) ของแหล่งข้อมูล ผลผลิต ความมันคง และทักษะแรงงาน ต่อผล? ท่านมี ความรูส้ กึ อย่างไรที เหตุ กับ ผล มีความสัมพันธ์ (สูง) ซึงมีผลต่อประสิทธิผลองค์กร? ท่านจะปฏิบตั อิ ย่างไร เมือได้ร บั ข้อมูล จากรูปแบบนี ? โปรดระบุรายละเอียดและตัวอย่างทีเกียวข้องกับแต่ละป จั จัยแฝงจะเป็ น พระคุณยิง Flexibility

Planning .97 Availability of Information

.63

.62

Means

.92

Ends

Productivity

.59 Stability

.51 Cohesive Workforce

.44

.77 .77

Resources

.69 Skilled Workforce

Figure 3 Depiction of Structural Model ……………………………………………………………………………………………………… ……………………………………………………………………………………………………… ……………………………………………………………………………………………………… ……………………………………………………………………………………………………… ……………………………………………………………………………………………………… ……………………………………………………………………………………………………… ………………………………………………………………………………………………………

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Bibliography Name Surname Date of Birth Place of Birth Current Address Current Office

Current Career Education Background

2003

2006

2013

Dittachai Chankuna November 24th , 1981 Chiang-mai, Thailand 199/154 Chiyaphruk road, Bangkhunkong, Bangkruay, Nonthaburi, Thailand Sports Science Division, Faculty of Science, Chandrakasem Rajabhat University 39/1 Ratchadapisek road, Chandrakasem, Chatuchak Bangkok Thailand Sports Science Lecturer Bachelor of Science Sports Science Srinakharinwirot University, Thailand Master of Science Sports Medicine Chulalongkorn University, Thailand Doctor of Business Administration Sport Management Chandrakasem Rajabhat University, Thailand

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Official Transcript of Academic Record (Thai)

Official Transcript of Academic Record (English)