View/Open - Scholarly Commons Home

More documents

Recommendations

Info

PSF2 seemed to think that the NSO were a huge source of knowledge in the area of player development: Yes, definitely, I think just from all those levels of if we’re talking about the pathway or we’re hoping that the kids sees us as a pathway to get to making a career out of [the sport]...They are very much on the grassroots level – [the NSO], they cover everything. So we rely on them to filter up their best talent and push them our way as they get to that level that’s required.... So we definitely tap into them a lot. (personal communication, April 14, 2008) PSF2 expanded further on the NSO as a source: [The NSO] have had these connections and relationships with these kids from day one, whenever that was, since they’ve started having national teams and trials. So the databases they have as far as like the coaches and the athletes, we go to them and we don’t know all the kids that’s around the country, but [the NSO] obviously have, because they have coaches all the way around the country that work together, so we share information in regards to that. (personal communication, April 14, 2008) Though others did not identify them as an important source, PSF6 didn’t think they were “A source of knowledge, my impression would be that sometimes yes but not regularly” (personal communication, May 26, 2008). Why the PSF didn’t see the NSO as a source of knowledge this was mainly because the NSO were not involved in the same league as the PSF. This was expressed by comments made by PSF3; “probably not, and generally we’re working with them as one club within the Australian ….League, which [the NSO] has no knowledge of” (personal communication, April 16, 2008). 4.9 Transparency From the outset, the PSF viewed themselves as a transparent organisation. For example, there was a consensus that the PSF was a very approachable organisation, supported by their open media policy, expressed by PSF4 “We are very accessible.... We’re very open doors. We’ve always had the open door policy....the media has pretty much all 86
access....so, in return for universities and gosh, everybody, we’re very open doors” (personal communication, April 24, 2008). PSF3 also talked of this open policy: We have a media policy about being the most accessible sports club in the country and athletes, coaching staff are all very accessible to the media, public, whoever. And we, one of our core values is honesty, so we’re pretty easy to know because we’re very straight up on how we represent ourselves. (personal communication, April 16, 2008) PSF 6 thought that being so open as an organisation was a potential vulnerability: You know, I mean the number of people we have that ring up and say could you, you know can you help us with this, could you do that for us, I think one of our vulnerabilities is actually how open we are. But I mean, that’s how it will stay while the current ownership and Board structures and things, but we’re that sort of people. If you have something to say, you say it. And I think we are very easy to get to know. (personal communication, May 26, 2008) While believing that they, the PSF, were a very open organisation, there were certain aspects where they were protective of what they would share with the NSO. When asked if the PSF keep its cards close to its chest, PSF6’s response was “In some areas, we do” (personal communication, May 26, 2008). When pressed to identify these protected areas, financial information was quite evident: Financially nobody knows what our ...and they never will. So I think, basically it’s , I would say yes we keep our business cards very close to our chests, because I think most people would have a heart attack if they knew what’s going on. The commitment that’s made by the owners is colossal. But having said that, for the balance of the team, we’re pretty open to anything about what’s going on. (personal communication, May 26, 2008) PSF3 also mentioned protection of financial information: Probably financials, things like that. We’re happy to share knowledge, learning, things like that. But, the same as any business, you have things that are private and specific to your business, and we wouldn’t… I think as the type of company they are, the financial statements would be public but, there are things that they do that we wouldn’t expect them to share with us, but it’s more about operational knowledge that we can share (personal communication, April 16, 2008) 87
Page 1 and 2:
Determinants of Inter-Partner Learn
Page 3 and 4:
3.3 Data Sources...................
Page 5 and 6:
INDEX OF FIGURES Figure 1: Case Stu
Page 7 and 8:
ACKNOWLEDGEMENTS I would like to of
Page 9 and 10:
DEDICATION I would like to dedicate
Page 11 and 12:
CHAPTER 1 INTRODUCTION 1.1 Backgrou
Page 13 and 14:
Harvey, 1997). However, the study o
Page 15 and 16:
take over management of the Knights
Page 17 and 18:
“to be New Zealand’s leading pa
Page 19 and 20:
transparency and receptivity to lea
Page 21 and 22:
CHAPTER 2 LITERATURE REVIEW 2.1 Int
Page 23 and 24:
To summarise this section, transfer
Page 25 and 26:
separated into internal and externa
Page 27 and 28:
least some form face-to-face contac
Page 29 and 30:
experiences with a view to improvin
Page 31 and 32:
are amongst the most important fact
Page 33 and 34:
Whether learning becomes self-susta
Page 35 and 36:
alliance. Organisations with a pref
Page 37 and 38:
uncontrolled access. Organisations
Page 39 and 40:
additional factor influencing recep
Page 41 and 42:
The rationale for this research was
Page 43 and 44:
the organisation and the relationsh
Page 45 and 46: By keeping accounts of the research
Page 47 and 48: number of questions where developed
Page 49 and 50: interviews. Not only was there the
Page 51 and 52: The next section focussed on the se
Page 53 and 54: the opportunity to archive the data
Page 55 and 56: 3.4.4 Communication A major factor
Page 57 and 58: three determinants of learning deve
Page 59 and 60: the type of organisation but not th
Page 61 and 62: CHAPTER 4 FINDINGS 4.1. Introductio
Page 63 and 64: een one of the factors that had res
Page 65 and 66: Interestingly NSO3 made this commen
Page 67 and 68: some duplication, then, there’s c
Page 69 and 70: [I]t’s mainly the management, but
Page 71 and 72: Other participants supported this b
Page 73 and 74: [the sport] in the country. And tha
Page 75 and 76: communication, April 18, 2008). Thi
Page 77 and 78: [W]e’ll come back from the intern
Page 79 and 80: [PSF1], and [PSF2] and ... the owne
Page 81 and 82: When probed further as to why this
Page 83 and 84: In certain areas the NSO1 thought i
Page 85 and 86: However in an unusual move, likely
Page 87 and 88: Since I’ve come on board, and cer
Page 89 and 90: obviously doing it. So on that leve
Page 91 and 92: PSF6 also reiterated this, wanting
Page 93 and 94: with them, you never know what you
Page 95: the answer: I think as I said, we
Page 99 and 100: important.....we’re opening up ou
Page 101 and 102: It was clear that there had been so
Page 103 and 104: When questioned about who was the t
Page 105 and 106: We have three full time coaches her
Page 107 and 108: wanting to know more, I guess, yes,
Page 109 and 110: CHAPTER 5 DISCUSSION 5.1 Introducti
Page 111 and 112: Both organisations are collaboratin
Page 113 and 114: Hamel’s (1991) study that argued
Page 115 and 116: financial issues. However one parti
Page 117 and 118: 5.4 Receptivity of Organisations in
Page 119 and 120: 5.5 Future Research There are a num
Page 121 and 122: REFERENCES Alexander, T., Thibault,
Page 123 and 124: Contractor, F. J., & Lorange, P. (2
Page 125 and 126: Inkpen, A. C. (2002). Learning, kno
Page 127 and 128: New Zealand Companies Office. (2008
Page 129 and 130: Tsang, E. W. K., & Kwan, K.-M. (199
Page 131 and 132: Area Research Question Appendix 1:
Page 133 and 134: Appendix 2: AUTEC Ethical Approval
Page 135 and 136: Appendix 3: Participant Information
Page 137 and 138: How do I agree to participate in th
Page 139 and 140: Appendix 4: Participant Consent For
show all

View/Open - Scholarly Commons Home

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?