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Changing roles: applying continuity theory to understanding the transition from playing to volunteering in community sport

Changing roles: applying continuity theory to understanding the transition from playing to... Abstract In many Western nations government policies are directed at increasing levels of participation in community sport. Recent research suggests that the sustainability of community sports system is under pressure due to declining volunteer numbers. Volunteers are often players transitioning from playing roles into non-playing roles such as administration and coaching. While a human resource management approach has been adopted to manage volunteers, little is understood in relation to the factors that contribute to players making the transition from playing to volunteering. Using Atchley's continuity theory, we propose a transition-extension framework that examines the psychological and social factors that provide the impetus for the transition to volunteering The framework also examines those factors that contribute to volunteers extending their involvement and may help community sport organisations provide an environment that will nurture volunteers in the transition phase to retain and extend their involvement to become long-term volunteers. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png European Sport Management Quarterly Taylor & Francis

Changing roles: applying continuity theory to understanding the transition from playing to volunteering in community sport

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References (65)

Publisher
Taylor & Francis
Copyright
Copyright European Association for Sport Management
ISSN
1746-031x
eISSN
1618-4742
DOI
10.1080/16184742.2012.744767
Publisher site
See Article on Publisher Site

Abstract

Abstract In many Western nations government policies are directed at increasing levels of participation in community sport. Recent research suggests that the sustainability of community sports system is under pressure due to declining volunteer numbers. Volunteers are often players transitioning from playing roles into non-playing roles such as administration and coaching. While a human resource management approach has been adopted to manage volunteers, little is understood in relation to the factors that contribute to players making the transition from playing to volunteering. Using Atchley's continuity theory, we propose a transition-extension framework that examines the psychological and social factors that provide the impetus for the transition to volunteering The framework also examines those factors that contribute to volunteers extending their involvement and may help community sport organisations provide an environment that will nurture volunteers in the transition phase to retain and extend their involvement to become long-term volunteers.

Journal

European Sport Management Quarterly – Taylor & Francis

Published: Feb 1, 2013

Keywords: continuity theory; volunteers; community sport; transition

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