COPYRIGHT AND CITATION CONSIDERATIONS FOR THIS THESIS/ DISSERTATION o Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use. o NonCommercial — You may not use the material for commercial purposes. o ShareAlike — If you remix, transform, or build upon the material, you must distribute your contributions under the same license as the original. How to cite this thesis Surname, Initial(s). (2012) Title of the thesis or dissertation. PhD. (Chemistry)/ M.Sc. (Physics)/ M.A. (Philosophy)/M.Com. (Finance) etc. [Unpublished]: University of Johannesburg. Retrieved from: https://ujcontent.uj.ac.za/vital/access/manager/Index?site_name=Research%20Output (Accessed: Date). MANAGEMENT OF JUDO FEDERATIONS: A COMPARATIVE ANALYSIS by PETRUS LOUIS NOLTE Thesis presented in fulfilment of the requirements for the degree DOCTOR IN PHILOSOPHY in SPORT MANAGEMENT in the FACULTY OF HEALTH SCIENCES at the UNIVERSITY OF JOHANNESBURG Supervisor: Prof C Burnett Co-supervisor: Prof WJ Hollander JANUARY 2018 ACKNOWLEDGEMENTS Writing this PhD thesis has been part of an extraordinary journey that would not have been possible without tremendous support. For their guidance in completing this research, I would like to thank: • My Heavenly Father for granting me the wisdom and strength to complete my studies. • My supervisor, Prof Cora Burnett, for her energetic guidance, sharing of knowledge, and numerous late nights spent working. • My co-supervisor, Prof Wim Hollander, for his insight and guidance related to the management aspects of this study. • My parents, Dirk and Mariette, for their endless support in my academic endeavours. • My wife, Suzanne, for her support during countless hours of working on this thesis. • Dr Mike Callan from Judo Space for his assistance and hospitality in arranging my research in England. • Juergen Klinger from Bath University, and Ian Johns and Matthew Purssey from the British Judo Centre of Excellence, for accommodating my research in England. • Tanja de Leeuw, Angelique van Wegberg and John van der Meer for accommodating my research in the Netherlands. • The National Research Foundation for granting a substantial financial contribution for this PhD research, without which this study would not have been possible. ii I dedicate this study to Judo in South Africa iii DECLARATION I, the undersigned, hereby declare that the work contained in this dissertation is my own original work and that I have not previously submitted it in its entirety or in part at any university for a degree. 17 January 2018 Signature Date of final submission iv ABSTRACT Globally, the success of elite athletes at international competitions attracts the attention of governments due to the potential sociocultural, political and economic benefits. Underpinned by a systems theory framework, governments invest a substantial amount of resources into the professionalisation of elite sport systems. The mere existence of elite sport systems can no longer predict success. Rather, Long-Term Athlete Development (LTAD) plans can only have effect through optimal management that facilitates the development of athletes in their sporting careers. Although judo is relatively less lucrative for professional judokas, it is one of the most widespread Olympic sports, and requires sound governance to ensure credibility, secure resources and achieve success. This thesis firstly reflects on the professionalisation of sport at the global level from a figurational sociological perspective and in the three sample countries. Secondly, elite sport systems are discussed and applied to judo in the countries under study. Thirdly, results provide strategic insights for improving existing high performance judo practices through the management of judokas and the governance of the sport federations. Two internationally successful judo countries (The Netherlands and England) were selected for this comparative case study analysis with South Africa. A purposive sample of elite judokas from South Africa (n=37), the Netherlands (n=38) and England (n=29), as well as elite judo coaches (n=26) and executive members (n=2) from the respective countries participated in this study. The research found that more successful elite judo systems have comprehensive policies that create an enabling environment through facilitating access to resources and forming key strategic alliances. Coach education, performance pathways and access to high performance training facilities are essential mechanisms that contribute to successful elite sport performances. A contextualised approach to discuss governance principles and the articulation of different systems that incorporate macro-level considerations, is suggested. These outcomes are affected by circumstances and power relations inherent in society and within the sport fraternity. v TABLE OF CONTENTS PAGE TITLE PAGE I ACKNOWLEDGEMENTS Ii DEDICATION Iii DECLARATION Iv ABSTRACT V TABLE OF CONTENTS Vi LIST OF TABLES Xi LIST OF FIGURES Xii LIST OF REFERENCES Xii ANNEXURES Xii CHAPTER 1 Introduction, problem statement, aim, objectives, design and scope 1.1 Introduction 1 1.2 Problem statement and aim 2 1.3 Objectives 3 1.4 Main research question 3 1.5 Research design and methodology 3 1.6 Sample 4 1.7 Delimitations 4 1.8 Limitations 4 1.9 Key concepts 5 1.10 Significance and envisaged output 5 1.11 Structure 6 vi CHAPTER 2 Figurational sociology and its application to the development of sport and sport management 2.1 Figurational sociology as theoretical approach 7 2.2 Critique against figurational sociology 9 2.3 Colonialism 11 2.4 Development of sport 12 2.5 Sportisation and globalisation 13 2.6 Phases of sportisation 14 2.7 The development of judo: A figurational approach 17 2.7.1 Sportification and global expansion of judo 18 2.7.2 International shifts and the establishment of judo federations 21 2.7.3 Commercialisation of judo 23 2.7.4 The diffusion of judo in the UK 27 2.7.5 The diffusion of judo in the Netherlands 28 2.7.6 The diffusion of judo in South Africa 29 2.8 Judo development: Gender 30 2.9 Systems theory 32 2.10 Figurational and systems theory: A theoretical framework 36 2.11 Summary 37 CHAPTER 3 Management of high performance sport 3.1 Introduction 39 3.2 Sectors of the sport management environment 40 3.2.1 Political sector 41 3.2.2 Socio-economic sector 43 3.2.3 Technology sector 46 3.2.4 Legal sector 46 3.3 Professionalisation of sport organisations 47 3.4 Models of sport participation 48 vii 3.5 High performance sport systems 50 3.5.1 Characteristics of high performance sport systems 51 3.5.2 Management of high performance sport systems 55 3.6 Strategic performance management 58 3.7 Integrated model of sport performance management 61 3.7.1 Strategic performance mix 61 3.7.2 Multilevel systems of governance 61 3.7.3 Models of governance 61 3.7.4 Quality of the operating network 62 3.7.5 Position of an NGB in the industry 63 3.7.6 Operational performance mix 64 3.8 Sport policies 69 3.8.1 Macro-level 69 3.8.2 Meso-level 69 3.8.3 Micro-level 70 3.8.4 SPLISS model 70 3.9 Summary 77 CHAPTER 4 Research methodology 4.1 Introduction 79 4.2 Research design and methodology 80 4.3 Population 82 4.4 Sample 82 4.5 Researcher 84 4.6 Procedures 84 4.6.1 Pilot study 84 4.6.2 Data collection 85 4.7 Methods 86 4.7.1 Focus groups and semi-structured interviews 86 4.7.2 Qualitative data analysis 87 4.7.2.1 Coding of focus groups and interviews 87 4.7.3 Trustworthiness of qualitative data 88 viii 4.7.4 Quantitative data analysis 88 4.7.5 Quantitative research tools 89 4.7.5.1 Self-designed questionnaire for coaches and 89 judokas 4.7.5.2 Reliability and psychometric properties of the self- 89 designed questionnaires 4.8 Ethical considerations 93 4.9 Summary 94 CHAPTER 5 Sport systems of the UK, Netherlands and South Africa 5.1 UK Sport structure 95 5.1.1 Governance and leadership 96 5.1.2 Financial investment 96 5.1.3 Talent and performance pathways 98 5.1.4 Human resource capacity building and support services 100 5.1.5 International collaboration 100 5.2 British Judo Association (BJA) 101 5.2.1 Governance and leadership 102 5.2.2 Financial investment 102 5.2.3 Talent and performance pathways 103 5.2.4 Human resource capacity building and support services 104 5.2.5 International collaboration 105 5.3 The Netherlands sport structure 105 5.3.1 Governance and leadership 106 5.3.2 Financial investment 107 5.3.3 Talent and performance pathways 108 5.3.4 Human resource capacity building and support services 109 5.3.5 Access to facilities 110 5.3.6 International collaboration 110 5.4 Judo Bond Nederland (Netherlands Judo Association) 111 5.4.1 Governance and leadership 111 5.4.2 Financial investment 111 ix 5.4.3 Talent and performance pathways 111 5.4.4 Human resource capacity building and support services 113 5.4.5 International collaboration 114 5.5 The South African sport structure 114 5.5.1 Governance and leadership 115 5.5.2 Financial investment 116 5.5.3 Talent and performance pathways 118 5.5.4 Human resource capacity building and support services 119 5.5.5 Access to facilities 120 5.5.6 International collaboration 120 5.6 Judo South Africa (JSA) 121 5.6.1 Governnance and leadership 122 5.6.2 Coaching and education 122 5.6.3 International collaboration 123 5.7 Summary 123 CHAPTER 6 Results and discussion 6.1 Introduction 125 6.2 Descriptive statistics 125 6.2.1 Biographical information of the judokas’