I wrote A Contemporary Vision for Managing Sports Institutions because sport today is no longer a “side sector” managed by routine and good intentions—it is a strategic system that must keep pace with rapid political, economic, social, and technological change. This book is my attempt to present a practical and academically grounded roadmap that helps Olympic committees, federations, clubs, and governmental bodies adopt modern management approaches so they can achieve their goals and become a real supporter of the national economy rather than an obstacle to sustainable development.​

The moment I realized “we need a new vision”

For years, a repeating question stayed with me: why do many sports institutions work hard, spend budgets, and run countless activities—yet remain trapped in the same administrative problems? The answer is rarely about lack of passion. It is often about management models that were designed for another era, being used in a world that is moving faster than ever.

In the introduction of the book, I described our present time as an era of administrative developments and accelerating knowledge and information, where societies face major transformations on all fronts. In this environment, sports institutions—whether Olympic committees, federations, clubs, or government entities—cannot rely on traditional patterns if they want to succeed. They must adopt updated administrative methods that match the needs of the current era and the requirements of professionalism and sustainability.​

This was not an abstract academic concern for me. I have always believed that sport—when managed well—builds people before it builds championships. But when managed poorly, it can waste public resources, lose talent, and disappoint communities that deserve better services. That tension—between what sport should be and what it sometimes becomes—was the first seed of this book.

What I wanted the book to deliver

From the beginning, I set a clear goal: to offer a “contemporary vision” that is rooted in modern developments in systems, equipment, and transactions, and presented in a way that moves step-by-step from foundational concepts to future-facing tools. I structured the book into ten chapters, each addressing a key component of institutional success in the sports sector.​

The book begins by defining sports institutions and their classifications, and then discussing organizational structures in global and local sport. I did this intentionally, because reform cannot begin without clarity: what exactly is the institution, how is it built, and how does it interact with its environment?​

From there, the focus moves to what I consider the most decisive resource: people. In the introduction, I emphasized that institutions handle different types of resources, but human resources sit at the top—without them, other resources lose their value. In the sports context, “human resources” is not only administrators; it includes operational staff, technicians, specialists, coaching and administrative staffs of teams, experts, and managers across levels. That broad definition matters, because sports institutions often invest in facilities and events while neglecting the long-term development of the people running them.​

My journey writing it: between the classroom and the real field

Writing this book was, for me, a balancing act between academic responsibility and real-world urgency.

Academically, I wanted the book to be organized, referenced, and conceptually consistent—because sports management is a science, and it deserves rigorous treatment. Practically, I wanted every chapter to speak to the daily reality of sports institutions: the overload of tasks, the interlocking problems, the pressure of competition, and the need for leaders who can think creatively and act decisively.

That is why the book addresses administrative creativity as one of the core requirements for workers across all levels in sports institutions. Creativity in this sense is not decoration—it is the ability to produce innovative solutions for recurring problems and complex situations that face the sports system daily. When administrative creativity is absent, institutions repeat the same errors. When it is present, institutions evolve.​

Another major theme I insisted on including is quality—not as a slogan, but as a methodology. The book introduces an integrated approach to Total Quality Management so that institutions can transform “quality concepts” into practical administrative practices that improve performance. Then it goes a step further into “beyond quality,” by presenting Six Sigma as an approach focused on reducing errors through execution mechanisms and monitoring systems that aim for excellence in administrative work. In my view, sport deserves the same operational excellence frameworks that high-performing industries use, because the costs of poor quality in sport are felt by athletes, fans, and the economy alike.​

The economic lens: sport as an industry

One of the most sensitive shifts I addressed is the transition from viewing sport as a purely service sector to recognizing it as an economic industry. The introduction highlights a movement in research and practice toward managing sports organizations with an economic mindset—profit and loss logic—matching professionalism requirements, and moving away from purely voluntary administration in managing the sports system. This does not mean removing values; it means protecting them by building institutions that can survive, grow, and reinvest in people.​

That is why the book discusses the economic structure of the professional sports club, mechanisms of transformation into joint-stock companies, and how professional management can strengthen the position of sport in the national economy. It also addresses sports event management and hosting from an economic perspective that responds to market needs, supply and demand dynamics, and the system of sports sponsorship as a key supporter of sports work. Sport has value, but value must be managed—otherwise it becomes a missed opportunity.​

Governance and transparency: attracting investment, restoring trust

If there is one concept that can change the reputation of sports institutions quickly, it is governance. In the introduction, I explicitly connected governance with transparency and integrity in administrative and financial dealings, arguing that this is what makes sports institutions attractive for investment. Investment is not attracted by passion alone; it is attracted by rules, clarity, accountability, and consistent decision-making.​

This part of the book is written for decision-makers, board members, and policymakers—because governance is not a “technical detail.” It is the foundation of trust between institutions and stakeholders: athletes, staff, sponsors, and the wider public.

Looking ahead: blockchain and the language of the future

I also made a deliberate choice to end the book with the future. In the introduction, I discussed the “future view” of sports economics through blockchain applications, the digitization of economic operations, and benefiting from digital currencies such as Bitcoin to expand the economic resources of sports institutions. Whether one agrees with every implementation detail or not, the key message is clear: ignoring technological and financial transformations will leave sports institutions behind.​

The future is not waiting for slow systems to catch up. That is why I framed blockchain not as a fashionable topic, but as a sign of a new phase in global sports institution management and a new understanding of sports economics.​

Who I wrote it for—and the impact I hope it creates

This book is dedicated to those I learned from, to those who believe there is no “impossible” when it comes to elevating sports institutions, to my professors and colleagues inside and outside the sports field, to leaders and thinkers in sports management, and to every student of knowledge in this discipline. That dedication reflects the real audience: practitioners and learners together.​

In terms of impact, the book is intended to help:

• Sports administrators and executives modernize management patterns, professionalize operations, and connect daily decisions with strategic outcomes.​

• Federations, clubs, and committees build systems that invest in human capital and intellectual capital rather than relying on improvisation.​

• Students and researchers approach sports management as a rigorous field that integrates HR, quality, governance, and sports economics.​

• Investors and partners see a clearer path toward transparent, governable, and economically sustainable sports institutions.​

A personal closing

At the end of the introduction, I asked the reader for feedback—because a “vision” is not a closed doctrine; it is a living project that improves through dialogue and practice. I also ended with a principle I hold firmly: excellence is not optional, and every effort deserves to be completed with mastery.​

This book is my contribution to that idea: to treat sports institutions with the seriousness they deserve—because sport shapes nations, and nations deserve institutions that can carry that responsibility.