Countries all over the world implemented lockdowns to counteract COVID-19. These lockdowns heavily limited people’s exercise possibilities. At the same time, experts advocated to remain physically active to prevent future health problems. Based on an online survey, this study examines adults’ exercise levels and patterns during the COVID-19 lockdown in Belgium. Ordinal logistic regression analyses of 13,515 valid and population-weighted responses indicate a general increase in exercise frequencies, as well as in sedentary behavior. Except for people aged 55+, previously low active adults self-reported to exercise more during the lockdown. Among the people who were already high active before COVID-19, those above 55 years old, those with low education, those used to exercise with friends or in a sport club, and those who were not using online tools to exercise, self-reported to exercise less during the lockdown. Having less time, sitting more, and missing the familiar way and competitive element of exercising were the main reasons for a self-reported exercise reduction. Given the health risks associated with physical inactivity, results imply that governments should consider how those who were not reached can be encouraged to exercise during a lockdown. After all, additional COVID-19 lockdowns might be implemented in the future.

Collaborative networks in the public and non-profit sector face challenges that are typical for their institutional context. The typical characteristics that might impede the functioning of networks and, in particular, the development of trust and network effectiveness, are related to type of instigation, network flexibility, and power in the form of unbalanced influence and the vertical character of networks. In a sample of 52 networks, the effects of network flexibility, mandatory and vertical networks, and influence on trust and network effectiveness were studied. Findings indicated that particularly flexibility in networks was important and that cognition-based trust played a central role in obtaining effective networks.

Research question: Although the implementation of corporate social responsibility (CSR) may require changes at the strategic, organisational, and operational levels, studies fall short of investigating the role of organisational learning (OL), which is key to grasp how CSR occurs in organisations. This study fills this gap by exploring the dynamic interaction between different levels of the learning process through which sport organisations implement CSR. Research methods: Drawing on Crossan et al.’s 4I Framework, we examine the learning sub-processes characterising CSR implementation in a sport federation. This study uses a single-case-study research design and analyses interviews (n = 18) and organisational documents (n = 20). Results and Findings: This study reveals that OL for CSR is a critical multilevel and dynamic process that consists of learning subprocesses at the intra-organisational and inter-organisational levels. CSR requires both learning new ways of incorporating CSR practices, as well as embedding into the organisation what has already been learnt. Informal and formal groups were identified as strong repositories of learning, while external stakeholders are essential sources of learning intertwined within the organisation alongside the work of inter-organisational boundary spanners. Implications: Theoretically, this paper extends the discussion of CSR implementation by highlighting the critical role of. It does so by revealing patterns of learning institutionalisation for CSR in a particular European sport federated setting. These findings highlight that the level of institutionalisation of learning influences the integration and sustainability of the CSR strategy. Practically, managers should consider these learning subprocesses as appropriate platforms on which to instil the CSR construct within their organisation.

Research question: Understanding corporate social responsibility (CSR) implementation requires identifying factors that contribute to the ability of a sport organisation to develop CSR. This paper examines the complex combination of organisational factors associated with CSR implementation in a sport federation (SF) setting. Thus, this study identifies organisational factors of professionalisation for CSR implementation and different configurations associated with CSR implementation. Research methods: The study adopted a comparative approach combining a survey, interviews, and organisational documents in a sample of 19 Belgian SFs. A crisp-set Qualitative Comparative Analysis (csQCA) was carried out to identify the combination of organisational factors associated with CSR implementation. Results and Findings: This study identifies four configurations associated with high CSR implementation and three configurations with low CSR implementation. Innovation capacity is a necessary organisational factor for CSR implementation that should be combined with financial autonomy, knowledge and human resources. The study reveals that organisational size is not a key condition associated with CSR implementation. The latter does not necessarily require a significant number of professional staff as long as the organisation is innovative and financially autonomous. Implications: This study contributes to the emergent research in the sport management literature and CSR literature on factors shaping CSR implementation by highlighting that it requires a combination of key organisational factors. The multiple configurations that emerged reveal the complex nature of CSR implementation, and reinforce the view that there is no ‘one size fits all’ solution to implement CSR.

This research measures organizational capacity and organizational ambition in nonprofit and voluntary sports clubs. The organizational capacity dimensions of Hall et al.’s (The capacity to serve: A qualitative study of the challenges facing Canada’s nonprofit and voluntary organizations, 2003) multidimensional framework are completed with corresponding dimensions reflecting organizational ambition, and the human resources dimension is further detailed. Each dimension is adapted to be applicable in a sports clubs setting, resulting in the following organizational ambition and capacity dimensions: human resources (board, coaches, volunteers, youth coaches), accommodation, management, financing, and external orientation. Data obtained from a sample of 585 Flemish sports clubs were analyzed using exploratory factor analysis, revealing five types of sports clubs that are labeled ‘ambition,’ ‘coaches,’ ‘volunteers,’ ‘management,’ and ‘accommodation deficiency.’ The findings support the use of a multidimensional framework based on the dimensions organizational capacity and organizational ambition, and the usefulness of distinguishing among four types of volunteers.