An examination of the conflict process in nonprofit community sport boards

Research question: This study investigated the dynamics of the conflict process in volunteer boards of nonprofit community sport clubs. The nature and level of conflict, issues and existing conditions that incite conflict, how conflict is managed, and its ultimate impact on boards, were examined. Research methods: A multiple case study approach generated rich insight into the conflict process and allowed comparison across cases. Semi-structured interviews were conducted with board members in four nonprofit community-based amateur soccer clubs. Profiles of the conflict process for each club were informed by the board members' perspectives, which were cross-checked for consistency. Open coding was undertaken to categorize the data into conflict triggers, conditions, management strategies, and outcomes in each club, followed by axial coding of emergent subthemes. Results and findings: Board conflict was perceived to be relatively low and predominantly task-related, with some evidence of escalation to relationship conflict. Issues or events that triggered conflict were daily operations, market demands, and relationships with external partners. Poor communication and scarce volunteer resources within the boards were existing conditions that increased the likelihood of conflict over these issues. The boards tended to utilize collaboration or compromise to handle conflict, which were perceived to engender positive outcomes. Implications: The findings highlight the importance of awareness of the potential for both internal and external conflict triggers, monitoring and effectively managing task conflict, and addressing the challenges of communication that may set the stage for conflict or enable its constructive management.