This chapter establishes a chronology of development of work-associated sport. It analyses the workplace as a stimulus to sporting activity, and looks at whether the stimulus has come from employers or employees, what sports were offered and what facilities were provided.
John Dewhirst and Wray Vamplew
All sports clubs, whether profit oriented or not, need to hire or buy premises, set membership fees and fund their activities: in other words make business decisions. This chapter builds on the idea that clubs need to be concerned with economic matters and attempts to develop a framework by which the business operations of a sports club can be analysed. It is done by comparing the decision-taking of two football clubs, Bradford in England and Queen’s Park in Scotland, from the 1860s to 1914 as they transitioned from recreational football clubs to operating as sports businesses. The approach incorporates three distinct parts: an environmental review which assesses external themes and the economic factors that shaped change; a transformational review that looks at the dynamics of becoming a business; and an organisational review which examines the internal characteristics of the clubs as businesses and the industrialised delivery configuration of an entertainment product.