著者

高松 祥平 青山 将己 久保 雄一郎 伹尾 哲哉

出版者

一般社団法人 日本体育・スポーツ・健康学会

雑誌

体育学研究 (ISSN:04846710)

巻号頁・発行日

vol.64, no.2, pp.825-839, 2019-12-16 (Released:2019-12-20)

参考文献数

46

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We examined the process of development of the first professional female volleyball club in Japan, Victorina Himeji, in relation to its stakeholders. For the purposes of this study, a professional sports club was defined as an organization composed of professional athletes who receive compensations through engagement in sports. We collected qualitative data from websites, papers, books, and archive material. In addition, we conducted a semi-structured interview with Mr. Akira Hashimoto, chief executive of Himeji Victorina. This revealed the involvement of 13 primary stakeholders and 11 secondary stakeholders in Victorina Himeji’s development from its conceptual stage up to the present. Analysis of Victorina Himeji’s organizational development over time revealed 3 phases. Phase 1 was the period from the launch of the club-founding preparatory committee until the establishment of the joint-stock company: Himeji Victorina. During this period, Mr. Masayoshi Manabe, who has been the head Japan women’s volleyball coach until 2016, and interested locals joined together with the idea of creating a professional volleyball team in Himeji city, a period during which Mr. Hashimoto later joined and strengthened the management. Phase 2 was the period following the establishment of Himeji Victorina until its official admission to the V. League. This was the period during which the organization conducted tryouts, scouted and collected players with prospects of strengthening the team, and strengthened the main office staff at the club’s headquarters. In addition, Phase 2 saw the beginning of sponsor recruitment, in addition to strengthening of the top team, along with activities to popularize volleyball and train players through the establishment of the general incorporated association: Victorina Elite Academy. Finally, Phase 3 was the period following the official admission to the V. League until the present. Overall, this study clarified the relationships with stakeholders and engagements as a club, which were both crucial elements in the process of founding this professional sports club and ensuring its growth as an organization.

著者

高松 祥平 青山 将己 久保 雄一郎 伹尾 哲哉

出版者

一般社団法人 日本体育・スポーツ・健康学会

雑誌

体育学研究 (ISSN:04846710)

巻号頁・発行日

pp.19021, (Released:2019-08-30)

参考文献数

46

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We examined the process of development of the first professional female volleyball club in Japan, Victorina Himeji, in relation to its stakeholders. For the purposes of this study, a professional sports club was defined as an organization composed of professional athletes who receive compensations through engagement in sports. We collected qualitative data from websites, papers, books, and archive material. In addition, we conducted a semi-structured interview with Mr. Akira Hashimoto, chief executive of Himeji Victorina. This revealed the involvement of 13 primary stakeholders and 11 secondary stakeholders in Victorina Himeji’s development from its conceptual stage up to the present. Analysis of Victorina Himeji’s organizational development over time revealed 3 phases. Phase 1 was the period from the launch of the club-founding preparatory committee until the establishment of the joint-stock company: Himeji Victorina. During this period, Mr. Masayoshi Manabe, who has been the head Japan women’s volleyball coach until 2016, and interested locals joined together with the idea of creating a professional volleyball team in Himeji city, a period during which Mr. Hashimoto later joined and strengthened the management. Phase 2 was the period following the establishment of Himeji Victorina until its official admission to the V. League. This was the period during which the organization conducted tryouts, scouted and collected players with prospects of strengthening the team, and strengthened the main office staff at the club’s headquarters. In addition, Phase 2 saw the beginning of sponsor recruitment, in addition to strengthening of the top team, along with activities to popularize volleyball and train players through the establishment of the general incorporated association: Victorina Elite Academy. Finally, Phase 3 was the period following the official admission to the V. League until the present. Overall, this study clarified the relationships with stakeholders and engagements as a club, which were both crucial elements in the process of founding this professional sports club and ensuring its growth as an organization.

著者

高松 祥平 山口 泰雄

出版者

一般社団法人 日本体育学会

雑誌

体育学研究 (ISSN:04846710)

巻号頁・発行日

vol.60, no.2, pp.793-806, 2015 (Released:2015-12-18)

参考文献数

48

被引用文献数

2 4

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This study was conducted to examine the competency of Kokoyakyu (Japanese high-school baseball) managers by developing and then applying a suitable measurement scale. First, we interviewed 6 Kokoyakyu managers, identifying 245 competency items. To categorize these items, one professor and 4 graduate students in sport sociology conducted a panel discussion. This yielded 48 competency items that were divided into 10 categories. Second, to appraise the reliability and validity of the resulting scale, we sent questionnaires to 1,000 managers, and received 421 replies. Item-total correlation analysis, exploratory factor analysis, and confirmatory factor analysis revealed 6 factors comprising 24 competency items: (1) trust relationship (6 items), (2) powers of observation (4 items), (3) educational guidance (3 items), (4) autonomy support (4 items), (5) relationship of supporters (3 items), and (6) skill and tactics instruction (4 items). The indices of model data fit were χ2/df=1.72, GFI=.87, CFI=.90, and RMSEA=.058. Assessment of construct validity comprised 3 components: convergent validity (Cronbach's alpha, average variance extracted, and construct reliability), discriminant validity, and content validity. The scale was observed to be reliable and valid. Comparison of the scale based on managers' profiles indicated significant differences based on team results, experience in developing players on the path to professional baseball, and years of experience.