In this dissertation, I compare three case study-based analyses of collaborative governance arrangements between municipal government parks and recreation departments and civil-sector disc golf associations. I utilize theories of collaborative governance, an arrangement between two or more organizations sharing responsibility for decision making, problem solving, and/or the provision of a good or service (Ansell & Gash, 2007; Bradley, 2012), to examine the extent to which free-market economic approaches to public sector sport and recreation administration (and namely practices associated with the implementation of devolution) influence the structurations within which disc golf courses are developed, administered, and resourced (Ansell & Gash, 2007; Elwood and Leitner, 2003; Ghose, 2005; Roy, 2015). Although some scholars have examined the use of collaborative governance in sport and recreation (e.g. Brownlow, 2006; Joassart-Marcelli et al., 2011; Perkins, 2009; Perkins, 2010; Pincetl, 2003), there has been little research on sport specific models of collaborative governance at the municipal level and the perceptions of those involved in this model. I look specifically at how the restructuring of government agencies to partner with civil sector organizations for the provision of parks and recreation affect the quality and fluency of those services/facilities (Joassart-Marcelli, Wolch, & Salim, 2010; Holifield & Williams, 2014; Pincetl, 2003; Wolch, 1990). For this analysis, I conducted three inductive, qualitative case studies using interviews, observation, and document analysis of disc golf course development and administration in three differentially scaled cities. Overall, I examined participant perceptions of: 1) the management of disc golf space; 2) responsibilities of the organizations involved in collaborative governance; 3) benefits and challenges of the collaborative partnership; and 4) anticipated outcomes of disc golf related to economic development, social inclusion, and public health for policy. The results indicate a variety of collaborative governance models by public administrators and members of local disc golf associations who work together to plan and maintain courses, provide funding, and enhance the local disc golf scene. / A Dissertation submitted to the Department of Sport Management in partial fulfillment of the requirements for the degree of Doctor of Philosophy. / Summer Semester 2016. / July 7, 2016. / Civil Sector Organizations, Collaborative Governance, Disc Golf, Shadow State / Includes bibliographical references. / Joshua I. Newman, Professor Directing Dissertation; Christopher Coutts, University Representative; Amy C. H. Kim, Committee Member; Michael D. Giardina, Committee Member.
| Identifer | oai:union.ndltd.org:fsu.edu/oai:fsu.digital.flvc.org:fsu_366052 |
| Contributors | Didonato, Mark (authoraut), Newman, Joshua I., 1976- (professor directing dissertation), Coutts, Christopher (university representative), Kim, Amy Chan Hyung (committee member), Giardina, Michael D., 1976- (committee member), Florida State University (degree granting institution), College of Education (degree granting college), Department of Sport Management (degree granting department) |
| Publisher | Florida State University, Florida State University |
| Source Sets | Florida State University |
| Language | English, English |
| Detected Language | English |
| Type | Text, text |
| Format | 1 online resource (244 pages), computer, application/pdf |
| Rights | This Item is protected by copyright and/or related rights. You are free to use this Item in any way that is permitted by the copyright and related rights legislation that applies to your use. For other uses you need to obtain permission from the rights-holder(s). The copyright in theses and dissertations completed at Florida State University is held by the students who author them. |
Page generated in 0.0015 seconds