Vol. I (2020), No. 2

Igor Ivaskovic  https://orcid.org/0000-0001-7676-6983
University of Ljubljana, Slovenia

Preliminary communication
DOI: https://doi.org/10.47954/ijcbe.1.2.3
JEL Classification: O15, L83, Z20


The article aims to explore and present the human capital and human resource management specifics of non-profit basketball clubs from four post-transitional countries in Southeastern Europe. It discloses the differences between clubs at different quality levels regarding scope and sources of financing and regarding degree of professionalization which consequently affects the differences on the field of human capital and HRM. Author further analyzes the impact of various stakeholders on HRM policy, and in that context presents the head coach’s role in observed organizations. As expected, the findings show that the higher quality clubs have better infrastructure, larger financial budgets and obtain higher percentage of funds from private sources. First-division clubs are also more professionalized and have larger administration compared to their second and third division counterparts. The majority of these clubs on lower quality level operate as amateur organizations. The greatest responsibility for the clubs’ performance is on head coaches, athletes, and clubs’ presidents. From the aspect of HRM, the influence and responsibility of sport directors increases, while the influence of the clubs’ presidents decreases with the level of quality. Finally, the influence of sponsors’ representatives and athletes’ agents also increases with the level of quality.

Key words: human resource management, non-profit organizations, basketball clubs, South-East Europe

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