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Nonprofit soccer clubs are currently facing many ethical challenges, such as abuse, doping and match fixing. While research suggests that organizational (board) ethical leadership may be effective to tackle these ethical issues, empirical support in the context of sport remains limited. Drawing on the perceptions of a sample of nonprofit soccer players (n = 438) and coaches (n = 106), we indicate that the coaches play an important mediating role regarding the associations between board ethical leadership and ethical climate. The theoretical underpinnings of ethical leadership—formed by social learning theory and social exchange theory—and the social distance between the board and the players in nonprofit soccer clubs provide support in this regard. In sum, our results demonstrate that the influence of board ethical leadership in nonprofit soccer clubs partly trickles down to the players via coach ethical leadership. Finally, practical implications for nonprofit soccer club management are discussed.

Abstract Background Health care networks are widely used and accepted as an organizational form that enables integrated care as well as dealing with complex matters in health care. However, research on the governance of health care networks lags behind. The research aim of our study is to explore the type and importance of governance structure and governance mechanisms for network effectiveness. Methods The study has a multiple case study design and covers 22 health care networks. Using a configuration view, combinations of network governance and other network characteristics were studied on the level of the network. Based on interview and questionnaire data, network characteristics were identified and patterns in the data looked for. Results Neither a dominant (or optimal) governance structure or mechanism nor a perfect fit among governance and other characteristics were revealed, but a number of characteristics that need further study might be related to effective networks such as the role of governmental agencies, legitimacy, and relational, hierarchical, and contractual governance mechanisms as complementary factors. Conclusions Although the results emphasize the situational character of network governance and effectiveness, they give practitioners in the health care sector indications of which factors might be more or less crucial for network effectiveness.

Public sector organizations are mainly knowledge-intensive organizations, and to exploit their knowledge, effective knowledge sharing among the different departments is required. We focus on specific characteristics of public sector organizations that increase or limit interdepartmental knowledge sharing. Three types of organization-specific coordination mechanisms directly influence knowledge sharing between departments. Organizations are also characterized by members' social identification and trust, which in the absence of power games are assumed to create a knowledge-sharing context. Data are collected by a questionnaire survey in the public sector. The sample consists of 358 cooperative episodes between departments in more than 90 different public sector organizations. Structural equation modeling reveals the importance of lateral coordination and trust The combination of power games and informal coordination seems to be remarkably beneficial for knowledge sharing. Furthermore, compared with other public sector organizations, government institutions have organizational characteristics that are less beneficial for knowledge sharing. Adapted from the source document.

The benefits of social capital for the sharing of knowledge are frequently emphasized in the literature. However, a few authors have also begun to draw our attention towards the drawbacks of social capital for the working of organizations. In particular, instrumental social capital - as opposed to consummatory social capital - is seen as linked to power relations, which can inhibit the sharing of knowledge. To contribute to this debate on the role of social capital, we carried out a qualitative study in two Belgian companies. Our findings reveal that social capital generally tends to enhance the sharing of knowledge but that in its instrumental form it reflects opportunistic and political objectives, and promotes a highly selective form of knowledge sharing.