How does interorganisational implementation behaviour challenge the success of Football Fitness?

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Standard

How does interorganisational implementation behaviour challenge the success of Football Fitness? / Bennike, Søren; Ottesen, Laila.

I: European Journal for Sport and Society, Bind 13, Nr. 1, 2016, s. 19-37.

Publikation: Bidrag til tidsskrift › Tidsskriftartikel › Forskning › fagfællebedømt

Harvard

Bennike, S & Ottesen, L 2016, 'How does interorganisational implementation behaviour challenge the success of Football Fitness?', European Journal for Sport and Society, bind 13, nr. 1, s. 19-37. https://doi.org/10.1080/16138171.2016.1153879

APA

Bennike, S., & Ottesen, L. (2016). How does interorganisational implementation behaviour challenge the success of Football Fitness? European Journal for Sport and Society, 13(1), 19-37. https://doi.org/10.1080/16138171.2016.1153879

Vancouver

Bennike S, Ottesen L. How does interorganisational implementation behaviour challenge the success of Football Fitness? European Journal for Sport and Society. 2016;13(1):19-37. https://doi.org/10.1080/16138171.2016.1153879

Author

Bennike, Søren ; Ottesen, Laila. / How does interorganisational implementation behaviour challenge the success of Football Fitness?. I: European Journal for Sport and Society. 2016 ; Bind 13, Nr. 1. s. 19-37.

Bibtex

@article{d5162c80b1b5439e9c741454efbbc6f3,
title = "How does interorganisational implementation behaviour challenge the success of Football Fitness?",
abstract = "This article explores the role of the interorganisational implementation behaviour of the relevant actors in the implementation of Football Fitness, a Danish football-based, health-related activity. Football Fitness was designed by the Danish Football Association in 2010 and introduced in several volunteer football clubs in 2011. Today, around 200 of ∼1,600 potential clubs are involved. The analysis deployed a qualitative approach, including document analysis, individual interviews and focus group interviews. The theoretical framework is rooted in policy implementation theory. The findings reveal three crucial interconnected factors influencing interorganisational implementation behaviour and representing complications for the successful implementation of Football Fitness: (1) The implementation is being carried out by multiple actors with different implementation tasks. These actors operate on three different implementation levels – central, regional and local – that work differently in respect of their routines/perspectives and goals/interests. (2) The chain of cooperation is sequentially interdependent. The central level cooperates with the regional level and the regional level with the local level. (3) The cooperation between levels (central/regional and regional/local) lacks authority, common interest and beneficial exchange. To reduce these complications, the cooperation between the levels needs to be strengthened by considering these findings.",
author = "S{\o}ren Bennike and Laila Ottesen",
note = "CURIS 2016 NEXS 259",
year = "2016",
doi = "10.1080/16138171.2016.1153879",
language = "English",
volume = "13",
pages = "19--37",
journal = "European Journal for Sport and Society",
issn = "1613-8171",
publisher = "Taylor & Francis",
number = "1",

}

RIS

TY - JOUR

T1 - How does interorganisational implementation behaviour challenge the success of Football Fitness?

AU - Bennike, Søren

AU - Ottesen, Laila

N1 - CURIS 2016 NEXS 259

PY - 2016

Y1 - 2016

N2 - This article explores the role of the interorganisational implementation behaviour of the relevant actors in the implementation of Football Fitness, a Danish football-based, health-related activity. Football Fitness was designed by the Danish Football Association in 2010 and introduced in several volunteer football clubs in 2011. Today, around 200 of ∼1,600 potential clubs are involved. The analysis deployed a qualitative approach, including document analysis, individual interviews and focus group interviews. The theoretical framework is rooted in policy implementation theory. The findings reveal three crucial interconnected factors influencing interorganisational implementation behaviour and representing complications for the successful implementation of Football Fitness: (1) The implementation is being carried out by multiple actors with different implementation tasks. These actors operate on three different implementation levels – central, regional and local – that work differently in respect of their routines/perspectives and goals/interests. (2) The chain of cooperation is sequentially interdependent. The central level cooperates with the regional level and the regional level with the local level. (3) The cooperation between levels (central/regional and regional/local) lacks authority, common interest and beneficial exchange. To reduce these complications, the cooperation between the levels needs to be strengthened by considering these findings.

AB - This article explores the role of the interorganisational implementation behaviour of the relevant actors in the implementation of Football Fitness, a Danish football-based, health-related activity. Football Fitness was designed by the Danish Football Association in 2010 and introduced in several volunteer football clubs in 2011. Today, around 200 of ∼1,600 potential clubs are involved. The analysis deployed a qualitative approach, including document analysis, individual interviews and focus group interviews. The theoretical framework is rooted in policy implementation theory. The findings reveal three crucial interconnected factors influencing interorganisational implementation behaviour and representing complications for the successful implementation of Football Fitness: (1) The implementation is being carried out by multiple actors with different implementation tasks. These actors operate on three different implementation levels – central, regional and local – that work differently in respect of their routines/perspectives and goals/interests. (2) The chain of cooperation is sequentially interdependent. The central level cooperates with the regional level and the regional level with the local level. (3) The cooperation between levels (central/regional and regional/local) lacks authority, common interest and beneficial exchange. To reduce these complications, the cooperation between the levels needs to be strengthened by considering these findings.

U2 - 10.1080/16138171.2016.1153879

DO - 10.1080/16138171.2016.1153879

M3 - Journal article

VL - 13

SP - 19

EP - 37

JO - European Journal for Sport and Society

JF - European Journal for Sport and Society

SN - 1613-8171

IS - 1

ER -

ID: 165747748