Operational quality within youth sport clubs: a multidimensional and multiperspective approach

In many European countries, doing sport in an organized context is the most popular avenue for children and young adolescents to participate in sport (Aubert et al., 2018; Rowe et al., 2018; Vella, 2019). This seems positive, as organized sport participation is positively associated with physical, mental, psychological, and social health benefits (Esteban-Cornejo et al., 2014; Gould, 2019; Logan & Cuff, 2019). However, policy challenges exist, in which the alarming levels of physical inactivity among youth and the increased number of dropouts from organized sport participation around the age of 13 are two major ones (Jenkin et al., 2021; Murphy et al., 2018). The quality of organized sport is critical to retain as many youth members as possible (Perck et al., 2016; Van Hoecke, 2000). Furthermore, merely providing youth sport is not sufficient to maximize the potential health benefits, emphasizing the need for high-quality standards within organized youth sport (Bailey et al., 2013). Hence, ensuring quality within organized youth sport could result in a population that is healthier and has more fun experiences, which would lower the dropout rates (Murphy et al., 2016; Yohalem & Wilson-Ahlstrom, 2010). The current challenges highlight potential shortcomings in sport policies aimed at improving the quality of organized youth sport.
Academic research has overlooked evaluating youth sport policies, creating a gap in knowledge (Chen, 2018; Grix et al., 2018). Furthermore, there appears to be a lack of an agreed conceptualization for quality in youth sport, prompting an investigation into the quality of sport (Bean et al., 2018; Perck et al., 2016). Various models have been developed at the organizational level, considering the capacity of organized sport providers to deliver youth sport (Hall et al., 2003; Van Hoecke, 2000). However, there has been limited attention given to operational quality, which refers to the actual implementation of youth sport, influencing healthy development and fun experiences (Bean et al., 2018; Gliske et al., 2021; Yohalem & Wilson-Ahlstrom, 2010). Organizational quality concentrates on governance and administration of organizations (‘what should be present’), operational quality focuses on how youth sport is executed (‘how it is delivered’), considering its impact on participants' experiences and specific needs. The focus on operational quality supplements the significance of organizational quality in sport clubs, both aspiring to contribute to improving the quality of youth sport services (Battaglia et al., 2021; Bean et al., 2018). Nevertheless, there persists a need for further research to establish a universally applicable model for evaluating operational quality in organized youth sport (Bronkhorst et al., 2021; Yohalem & Wilson-Ahlstrom, 2010). The primary aim of this dissertation was to explore and understand operational quality within youth sport clubs. This research augments the academic understanding of operational quality within youth sport clubs by employing a multidimensional and multiperspective approach and acknowledging the complexities in defining service quality due to its multidimensional, subjective, and dynamic nature. To achieve this objective, a series of five studies were conducted in an exploratory sequential mixed method design, starting with a qualitative exploration to analyze current initiatives and conceptualizations of operational quality, followed by quantitative phases to validate and refine the model developed during the qualitative phase (Creswell, 2014).
Considering the deficit in the evaluation of sport policies and the absence of evidence-based policymaking, study 1 assessed the current youth sport policy in the context of Flanders (Belgium) employing a theory-based evaluation approach, specifically the theory of change (Weiss, 1995). This study specifically analyzed the initiatives undertaken by Flemish federations to achieve the applicable youth sport policy objectives: increase participation rates and improving quality (Flemish Government, 2016). The findings unveiled that Flemish sport federations prioritize increasing participation rates in their sport clubs while dedicating less attention to enhancing the quality of youth sport. When initiatives do target quality improvement, the primary emphasis remains on organizational quality, focusing on optimizing the structure and management of sport clubs, as opposed to operational quality, which considers the implementation of youth sport within clubs. Furthermore, these initiatives often lack thorough consideration regarding how these initiatives will achieve their intended outcomes within specific federations, thereby resulting in unanticipated implementation challenges. Nonetheless, there exists an increasing awareness among federations to evaluate and comprehend operational quality within sport clubs but guidance is needed.
Both in the literature and practical applications, a model or tool that federations could employ to understand and improve operational quality specifically for youth sport clubs, was missing. Due to the absence of a tailored operational quality model for youth sport clubs, study 2 aimed to understand and construct an initial multidimensional model that includes all items contributing to the healthy development and fun experiences of youth members. Through a scoping review of 155 articles, seven categories were constructed, which formed the preliminary conceptual model of Operational Quality within Youth Sport Clubs (OQYS). However, the preliminary model primarily reflected the perceptions of outsiders (i.e., literature and experts), who are not involved in the process of youth sport delivery. Further refinement was required to incorporate the perceptions of insiders of the youth sport process (Battaglia & Kerr, 2020).
Studies 3 and 4 were conducted to validate and refine the conceptual model of operational quality within youth sport clubs (OQYS) from the perception of insiders: youth members, parents, sport club administrators, youth sport coordinators, and youth coaches. Furthermore, the research aimed to determine differences based on diverse background characteristics, underscoring that one model does not fit all individuals. After validation, the model of operational quality within youth sport clubs (OQYS) consists of four dimensions: (1) improving sport skills; (2) positive coaching; (3) cohesion, integrity, and atmosphere within the team and the club; and (4) involvement of youth members and parents in the club..
In study 5, the research employed the Importance-Performance Analysis (IPA) analysis to assess the satisfaction levels of young adolescents of the operational quality in their sport clubs. Youth members' satisfaction was assessed through a comparison between (i) the perceived importance attributed to each quality item and (ii) the actual presence (performance) of these quality items within their respective sport clubs. The outcomes underscored the utility of the Importance-Performance Analysis (IPA) in determining satisfaction levels and identifying specific areas needing improvement within youth sport clubs. Our results showed that the items associated with improving sport skills and motivational coaching were the priorities for our sample. Competitive aspects held lower importance ratings despite their significant presence. As a result, recommendations can be made to federations to direct efforts towards personalizing progress of each youth member and motivational coach training, which can potentially enhance overall experiences. Hence, the incorporation of the importance-performance analysis (IPA) extends the view beyond solely performance measures and guides strategic actions aimed at improving operational quality within youth sport clubs.
This dissertation provided evidence aimed at enhancing youth sport policies and has gained understanding into the complex concept of operational quality. The PhD study presents a model of operational quality within youth sport clubs (OQYS), including insights from both outsiders (literature and expert opinions) and insiders (youth members, parents, youth coaches, sport club administrators, and youth sport coordinators). This research emphasizes the necessity for continued investigations to (i) examine the model's applicability across diverse countries for international comparisons, (ii) explore perceptions of drop-out members, (iii) tailor the model to specific sport types, (iv) further elaborate upon a person-centered approach by including additional background characteristics, and (v) investigate the influence of Generation Z on organized youth sport. Improving operational quality within youth sport clubs is imperative to ensure that youth engagement in sport remains fun and health-promoting in the long run.