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dc.contributor.authorPetkovic, Jovica
dc.contributor.authorJasinskas, Edmundas
dc.contributor.authorJesevičiūtė-Ufartienė, Laima
dc.date.accessioned2016-12-15T07:03:50Z
dc.date.available2016-12-15T07:03:50Z
dc.date.issued2016
dc.identifier.citationE+M. Ekonomie a Management = Economics and Management. 2016, č. 4, s. 56-72.cs
dc.identifier.issn1212-3609 (Print)
dc.identifier.issn2336-5604 (Online)
dc.identifier.urihttp://hdl.handle.net/11025/22063
dc.format17 s.cs
dc.format.mimetypeapplication/pdf
dc.language.isoenen
dc.publisherTechnická univerzita v Libercics
dc.relation.ispartofseriesE+M. Ekonomie a Management = Economics and Managementcs
dc.rights© Technická univerzita v Libercics
dc.rightsCC BY-NC 4.0cs
dc.subjectstrategické plánovánícs
dc.subjectstrategické výsledkycs
dc.subjectsportovní organizacecs
dc.subjectinovacecs
dc.titleSignificance of strategic planning for results of sport organizationen
dc.typečlánekcs
dc.typearticleen
dc.rights.accessopenAccessen
dc.type.versionpublishedVersionen
dc.description.abstract-translatedThe article focuses on the application of strategic planning activities in a sport organization. Firstly, strategic planning activities are distinguished and their signi fi cance for organizations analyzed. The following activities are emphasized – setting of strategic goals, analysis, and prognostication, the choice of strategy and its implementation, as well as the feedback. The research deals individually with the issue of management participation in the strategic planning activities and raises the question of their documentation. The signi fi cance of strategic planning activities can be identi fi ed through the achieved strategic results, i.e. innovativeness and development. The article presents an empiric research with Kaunas city sport clubs as its participants. Though the analysis showed that strategic planning activities are itemized, the process of their analysis should include distinguishing the main activities that would cover other more detailed ones. Strategy results re fl ected in service innovativeness, network, client scope, and workplace development, could be signi fi ed as an individual strategic planning element showing the signi fi cance of planning activities. When researching the strategic planning and management aspects of sport organizations, it was discovered that the importance of strategic activities for the results of these organizations is statistically signi fi cant. Sport organizations are oriented towards all strategic management activities and are striving to create results directed to development. The following strategic activity aspects are appropriately evaluated – organizations give suf fi cient attention to the process of strategic management, its formalization and documentation and innovative results are achieved. The insuf fi cient understanding of connection between goal setting and strategic planning and management activities carried out in an organization could be distinguished as a negative aspect.en
dc.subject.translatedstrategic planningen
dc.subject.translatedstrategic resultsen
dc.subject.translatedsport organizationen
dc.subject.translatedinnovationen
dc.identifier.doi10.15240/tul/001/2016-4-005
dc.identifier.doidx.doi.org/10.15240/tul/001/2016-4-005
dc.type.statusPeer-revieweden
Appears in Collections:Číslo 4 (2016)
Číslo 4 (2016)

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