Organizational performance is usually seen as the combination of efficiency and effectiveness within organizations (Madella et al., 2005). Several scholars have analysed this central topic in the sport management literature (Bayle and Madella, 2002; Chelladurai et al., 1987; Frisby, 1986; Koski, 1995; Madella, 1998; Madella et al., 2005; Papadimitriou, 1999, 2002, 2007; Papadimitriou and Taylor, 2000; Shilbury and Moore, 2006; Vail, 1985; Winand et al., 2010; Wolfe et al., 2002). Their approaches primarily consist of the identification of dimensions of performance and the range of indicators measuring them. However, little research in this field has focused on ways that facilitate high performance. The main reason for this is that it is difficult to understand how organizational aspects of sport governing bodies act and interact to produce high performance (Bayle and Robinson, 2007). This might deal with causal complexity. To address this gap, we suggest applying an innovative method called Qualitative comparative analysis (QCA) (Ragin, 1987). This configurational comparative approach develops a conception of causality that leaves room for complexity (Berg-S chlosser and De Meur, 1994; Rihoux and Ragin, 2008). It is a valuable method for strategic management researches (Greckhamer et al., 2008). Throughout this method, we argue that complex combinations of factors might lead to performance in the sport organization sector, in line with suggestions of Wolfe et al. (2002). Furthermore, a call for such mixed method approaches has emerged in the sport management literature.
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