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EDITORIAL BOARD 

Editor Dzafer Kudumovic 

Execute editor Lana Kudumovic 

Secretary Nadja Sabanovic 

Technical editor Eldin Huremovic 

Lector Mirnes Avdic 

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Members Amir Pasic 

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Davor Zvizdic 

(Croatia) 

Slobodan Kralj 

(Croatia) 

Joza Duhovnik 

(Slovenia) 

Janez Grum 

(Slovenia) 

Janez Dijaci 

(Slovenia) 

Ivan Polajnar 

(Slovenia) 

Tadeja Zupancic 

(Slovenia) 

Milan Medved 

(Slovenia) 

Milivoj Vulic 

(Slovenia) 

Venceslav Grabulov 

(Serbia) 

Zijah Burzic 

(Serbia) 

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Nebojsa Vidanovic 

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Published by DRUNPP, Sarajevo 

Volume 7 Number 1, 2012 

ISSN 1840-1503 

Impact Factor 0.256 (ISI Journal Citation Reports 2010) 

Table of Contents 

Using principal components analysis and clustering analysis to assess 

the similarity between conveyor belts............................................................4 

Milos Grujic, Miriam Andrejiová, Daniela Marasová, Anna Pavlisková, 

Vladimír Taraba, Peter Grendel 

Project risk management in process of construction of hydrotechnical 

supply tunnel....................................................................................................11 

Tamara Gvozdenovic, Slavko Arsovski, Dragan Rajkovic, Zoran 

Milojevic, Predrag Pravdic 

On the fire resistance of building elements protected by intumescent 

paints ............................................................................................................... 18 

Esad Hadziselimovic, Kenan Suruliz, Suada Sulejmanovic 

Determinants of Wiki Diffusion in the Greek Education System.......... 21 

Stavros Cotsakis, Vassili Loumos, Eleftherios Kayafas 

Transition process and foreign direct investment flows in Serbia......... 28 

Zorka Grandov, Maja Djokic, Verica Jovanovic 

Motives and identification of different types of fans with a team in 

Serbian soccer................................................................................................. 39 

Nebojsa Maksimovic, Radenko Matic, Zoran Milosevic, Damjan Jaksic, 

Megan Shreffler, Stephen Ross 

Determination of graphic design qualitative criteria............................... 49 

Mario Tomisa, Nikola Mrvac, Marin Milkovic 

Model and Algorithm for Minimization Project Compression Cost 

under Fuzzy Environments.......................................................................... 57 

Xun Liu, Zhuofu Wang, Honglian Yin 

Valuation of investment in processing plant for waste from ceramic 

brick and tile industry .................................................................................. 67 

Vladislav Zekic, Jonjaua Ranogajec, Miroslava Radeka, Nedeljko Tica, 

Zoran Backalic, Dragan Milic 

In The Development of Cyber culture: Internet Journalism and 

Attitudes of Adults by Education Level...................................................... 74 

Tuncay Sevindik 

The Influence of the Primary Color Stimuli Selection on the Neon 

Color Spreading............................................................................................. 81 

Damir Vusic, Marin Milkovic, Nikola Mrvac 

The CCI effect on system performance in Kappa-Mu fading 

channels .......................................................................................................... 88 

Mihajlo Stefanovic, Sinisa Minic, Sasa Nikolic, Stefan R. Panic, 

Milos Peric, Dragan Radenkovic, Milan Gligorijevic 

Indexing on: 

Science Citation Index Expanded 

http://www.isiwebofknowledge.com 

EBSCO Publishing (EP) USA 

http://www.epnet.com

Table of Contents 

Intellectual property - Legal monopoly or subjects of 

free competition........................................................................... 93 

Ilija Zindovic, Dragan Vujisic, Sinisa Varga 

Pluralistic approach to research methods: A necessary 

step towards interdisciplinary courses.................................. 100 

M. Abolghasemi, M. Ghahramani, A. Abbasian 

A Model for Student Knowledge Diagnosis through 

Game Learning Environment................................................. 103 

Kristijan Kuk, Petar Spalevic, Sinisa Ilic, Marko Caric, 

Zoran Trajcevski 

Development of distance learning, independent 

learning and modern education technology..........................111 

Erika Eleven, Dijana Karuovic, Biljana Radulovic, 

Snezana Jokic, Marjana Pardanjac 

Measuring Project and Quality aspects in Agile 

Software Development............................................................. 122 

Deepti Mishra, Eda Balcioglu, Alok Mishra 

The boards of directors in function of improvement of 

the competitiveness of the Serbian companies..................... 128 

Milica Radovic, Snezana Radukic 

Information-communication and documentation flow 

within R&D function model.................................................... 137 

Dejan Ninkovic, Aleksandar Sedmak, Snezana Kirin, 

Ivan Rakonjac, Mirjana Misita 

Tax policy of south-east Europe and the European Union 

as a function of economic development................................. 147 

Boris Siljkovic, Borislav Radevic, Bojan Jokic 

Customer Relationship Management in Banking in 

the Context of Business Intelligence....................................... 154 

Vesna Aleksic Maric, Dragana Basic 

Contribution to Intelligent System for Automatic 

Management of Business Rules Development...................... 163 

Rade Stankic, Vladimir Milicevic, Marko Popovic, 

Zoran Savic 

Multicriteria analysis, investment process and 

optimization in the process of installation rubber 

panels at level crossings............................................................ 169 

Predrag Atanaskovic, Ljiljana Milic Markovic, Zvonko Sajfert, . 

Svetlana Nikolicic, Dragan Djordjevic, Vladimir Stojanovic 

Significance of Economic Value Added in Shareholder 

Value Creation Process............................................................. 180 

Vladimir Zakic, Vunjak Nenad, Carisa Besic, Jelena Simic 

Customer satisfaction focused business strategy: An 

exploratory study in Serbian economy.................................. 186 

Dragan Cockalo, Nenad Vunjak, Dejan Djordjevic, 

Carisa Besic, Vesna Spasojevic Brkic 

Strategic Planning in Banking................................................ 196 

Nenad Vunjak, Vera Zelenovic, Jelena Birovljev, 

Ivan Milenkovic 

The effective factors in amount of education, 

teacher’s record, and students’ knowledge in the 

evaluation of mathematics....................................................... 204 

F. Hosseinzadeh Lotfi, A. Shahvarani , F. Moradi 

Globalization of economic and financial flows 

in national economies .............................................................. 212 

Alen Cengic 

Determination of the organization systems quality level.... 219 

Nedeljko Zivkovic, Danka Knezevic, Maja Krsmanovic, 

Ilija Djekic 

Life cycle cost elements of the architectural projects.......... 227 

Milos Gasic, Milica Pejanovic, Tatjana Jurenic 

Technological innovations in the long-wave 

cycle theories.............................................................................. 237 

Slobodan Cvetanovic, Igor Mladenovic, Danijela Despotovic 

The technological tools use in education: Turkish 

electric teacher’s candidates’ ideas......................................... 245 

Yelda Karatepe, Secil Varbak,Mehmet Yumurtacı 

Tax payers continued use of an e-filing system: 

A proposed model...................................................................... 249 

T. Santhanamery, T. Ramayah 

Multiple special event timetabling using goal 

programming............................................................................. 259 

Dragana Makajic-Nikolic, Milica Kostic - Stankovic, 

Milica Slijepcevic 

KM concept - basis of CRM concept and 

competitiveness of western Balkan........................................ 269 

Dejan Stojkovic, Dejan Djordjevic 

Sequential algorithm and fuzzy logic to optimum 

control the ore gridding aggregates........................................ 279 

Carol Zoller, Predrag Dasic, Remus Dobra, 

Radoje Pantovic, Zvonko Damnjanovic 

Credit rating evaluation in the example of 

construction industry................................................................ 285 

Jasmina Cetkovic,Snezana Rutesic, Tomas Hanak, 

Milos Knezevic, Boban Melovic 

Evaluation of the Solvency of the Companies 

Which Represent Serbian Market by the Use 

of BEX Model............................................................................ 294 

Janko Cvijanovic, Sasa Muminovic, Vladan Pavlovic, 

Zvonko Sajfert, Jelena Lazic 

Algorithm approach of the implementation of 

investment building project with the analysis of 

optimal choice of construction assignment .......................... 305 

Veis Serifi, Predrag Dasic, Srecko Curcic, Zoran Stojkovic 

Endurance testing of web servers by simulation 

of DoS and DDoS attacks and stress testing on the 

example of Famtic.com............................................................ 309 

Radoje Cvejic, Vuk Pavlovic, Gordana Djokic 

Dynamics of prices in spot electricity markets: 

A microeconomic analysis........................................................ 317 

Amira Ademovic, Kasim Tatic 

Designing of a Diffusion Bonding Device by using 

Solidworks 3-D Design Software............................................ 328 

Yılmaz Gur 

Application of fuzzy AHP method for choosing a 

technology within service company....................................... 332 

Jasna Petkovic, Zoran Sevarac, Maja Levi Jaksic, 

Sanja Marinkovic

Information systems for supply chain management 

in automotive industry ............................................................ 342 

Zora Arsovski, Dragana Rejman Petrović, Slavko Arsovski, 

Aleksandar Pavlović 

Managing of departments and classes through 

e-learning in the state of emergency....................................... 354 

Snezana Babic-Kekez, Slobodan Popov 

The predictors of business participation of managers 

in sport........................................................................................ 361 

Nebojsa Maksimovic, Zoran Milosevic, Radenko Matic, 

Damjan Jaksic 

Low-cost airlines traffic evolution in South-East 

Europe......................................................................................... 369 

Andrija Vidović, Tomislav Mihetec, Sanja Steiner 

Parameter determination of soil oscillation law 

in limestone................................................................................. 376 

Suzana Lutovac, Slobodan Trajkovic, Orsolja Katona, 

Ljubinko Savic, Branko Lekovic 

Factors affecting cooperation in social dilemmas: 

Experimental evidence from one-shot 

prisoner’s dilemma................................................................... 384 

Marija Kuzmanovic, Milena Djurovic, Milan Martic 

Agrochemicals - factors restricting the quality of water.... 395 

Drago Cvijanovic, Svetlana Roljevic, Natasa Kljajic 

Creative cultural tourism as a function of 

competitiveness of cities........................................................... 404 

Aleksandra Djukic, Milena Vukmirovic 

Measurement of crack displacement on residential 

structure due to blast- induced vibrations and daily 

changes of temperature and relative humidity.....................411 

Milanka Negovanovic, Lazar Kricak, Ivan Jankovic, 

Dario Zekovic, Snezana Ignjatovic 

Analyisis of technical innovation high school students....... 417 

Goran Petkovic 

„Information Systems and Environmental 

Sustainability: The major challenges“................................... 423 

Zlatko Lagumdzija, Elvedin Grabovica, Amila Pilav-Velic 

Geometric transformations of urban water contexts 

Key study: Four sequences of the urban water context 

in Sarajevo.................................................................................. 431 

Jasenka Cakaric 

Strategic Management and Crisis PR relationship............. 446 

Nenad Peric, Milica Vasiljevic Blagojevic 

Instructions for the authors..................................................... 452 

Table of Contents

technics technologies education management 

The predictors of business participation of 

managers in sport 

Nebojsa Maksimovic, Zoran Milosevic, Radenko Matic, Damjan Jaksic 

Faculty of Sport and Physical Education, University of Novi Sad, Serbia 

Abstract 

In this paper there are the results of empirical 

research of the factors that can include the 

relationship of management of non-sport organizations 

with sports clubs. The main aim of this 

research is focused on defining the structural 

model of factors that determine the participation 

of managers in sport. The empirical research was 

realized in six football and six volleyball clubs 

belonging to the highest and medium competition 

level in the Republic of Serbia and 56 respondents 

in total were included in the survey. 

These respondents are registered active members 

of the management of these clubs and they have 

the properties of (senior and middle level) managers 

of non-sport companies. According to the 

results of the tests of this research, we may state 

that the structural model of relation between factoring 

and criteria variables in the present form 

can be used only partially as an instrument of diagnosis 

and forecast (prediction) of the participation 

of managers in sport. 

Key words: management of non-sport organizations, 

sport clubs, bussines participation, managers. 

Introduction 

Sport in the modern society draws an attention 

of numerous interested people (stakeholders), especially 

of the members of managerial structures 

in non-sport companies. The business interest is 

shown within the sponsorship leading to great 

changes in important aspects of sport (Coakley, 

2001; Horne, Tomlinson, & Whannel, 1999; Robyn 

& Kathleen, 2000; Sam, Batty & Dean, 2005). 

Apart from this, mechanisms and behaviour of the 

managers in non-sport companies in the process 

of establishing and maintaining their participation 

in running the sports organizations have not been 

studied more extensively. 

Volume 7 / Number 1 / 2012 

The properties of sports club are an important 

exogenic manifesting determinant of participation 

of managers of non-sport organizations in sport. 

First of all, the environment of the club – the system 

of competition as well as its sports results (achieved 

points, the position in the ranking list, reputation of 

athletes and teams, effective interest of media for 

the activities of the club) stimulate business participation 

of the manager in certain sports organization. 

The characteristics of the internal club environment 

have an additional contribution for establishing and 

developing the participation of managers in the specific 

sports organization (competing potential of the 

human resources, reproductive ability of the club 

– creating top athletes from younger teams in the 

club, good and professional coaches, available infrastructure, 

free facilities that can be used for business 

purposes, promotional events organized by the 

club, well-developed profitable business activities 

of the club). 

The main manifestation of business participation 

of managers in sports is shown by the fact 

whether their company finances effectively one 

or more sports organizations. The transfer of the 

funds between the company and club can have 

many manifesting and latent forms (direct placement 

of funds in the form of investments, purchase 

of the club, general or partial sponsorship, or in the 

form of optimal business transactions, loans, rents 

and so on). This abstract financial fact reveals the 

process of more or less business rational manager 

decision-making as delegates of the company they 

belong to. The content of this process is timely 

determined multi-phase choice – first, there is a 

choice of sport, then of a sports discipline, and finally, 

concrete sports organization as the real object 

of business participation. 

In the process of selection resulting in the business 

participation of the certain company in a sports 

organization, the first phase (selecting a sport as one 

of competing areas of activity and placement of 

361


funds) means that the company enters the potential 

market of sport and sports sponsorship. The structural 

dimension of business environment includes 

the filters of probability for selecting a sport, that is 

to say, specific sports disciplines as objects of realizing 

business interests of the company. The second 

phase of concrete sports organization involves 

sports and cultural characteristics as well as the 

attitudes of managers by which they express subjective 

concretization of business interests of their 

companies and their own interests. After Copeland, 

1996; Hall, Rodgers & Barr, 1990; Stotlar, 2004; 

these subjective characteristics of managers can be 

understood as filters of individual decisions about 

participation in one institutionally existing sport – 

in a given sports organization. 

The idea of research into the participation of 

managers in sport as a dynamic input-output 

process is taken from the model of participating 

of population in sport based on the initial ides of 

Rodgers, which a group of researchers from Louven 

used in their survey on the sports for all in the 

EU countries. Within this longitudinal research 

the managerial layer has not been analyzed separately 

(Klaeys, 1982). 

The participation of various socio-professional 

categories of the population having membership 

in the various sports was the objective of empirical 

research from sociological (Robyn, & Kathleen, 

2000), and psychological aspect (Haslam, 2001). 

Within these research activities there can be found 

the data about certain categories of managers (important 

managing staff, patrons – the owners of 

the companies and so on), especially about their 

preferences towards certain sports disciplines. 

The recent international publication has confined 

close attention to the problem of participation 

of the managers of non-sport companies. Tomić 

(1995, 2007) in his study on the sports management 

discusses the participation of non-sport managers 

in sport (acting as holders of function). The 

sponsorship in sport was in the focus of attention 

in Kinney & McDaniel, 1996; Ferrand & Pages, 

1996; Amis, Pant & Slack, 1997; Dolphin, 2003; 

assessing the efficiency of managers in sport can 

be found in Fizel & D’Itri (1997), and (Raič, 1994; 

Inglis, 1997) discussed the role of management 

in amateur sports organizations. The problems 

of sports management from the strategic aspects 

were discussed by Gouws (1997); Shilbury, Quick 

& Westerbeek (1997); whereas the legal aspects of 

sports entrepreneurship in the USA were dealt by 

O'Brieni & Overby (1997). 

The basic theoretical model from which we set 

our theoretical framework for examining the relationship 

between companies and sports clubs was 

formulated by Keeves (1972) in order to explain 

the influence of home on the students’ success at 

school. This model was tested by Cooley and Lohnes 

(1976), and Joreskog and Sorbom (1982). By 

fitting the structural model into the data of Keeves, 

they developed the improved models for analyzing. 

The modification of the model was achieved 

by introducing additional latent variables. The 

similar model was also used by Langan-Fox, 

Code, Gray & Langfield-Smith (2002). 

The result based on all collected empirical information 

is in Figure1. 

Figure 1. Inicial empirical structural model of 

predictors of participation of managers in sport – 

the results of SEPATH analysis 

The main aim of this research is focused on 

defining the structural model of factors that determine 

the participation of managers in sport. 

Method 

The empirical research was realized in six football 

and six volleyball clubs belonging to the highest 

and medium competition level in the Republic 

of Serbia. 56 respondents in total were included 

in the survey; these respondents are registered active 

members of the management of these clubs 

and they have the properties of (senior and middle 

level) managers of non-sport companies. 

362 Volume 7 / Number 1 / 2012


First, this model assumes that within one of 

two forms of participation of managers in sport 

(usage, and business participation) lies the properties 

of managers-respondents themselves, including 

the properties of the company whose management 

they belong to, and they do not change for 

the long period of time so the subjects of managing 

sports organization can rely on them only as 

on the strategic factors with optimal or adverse 

effect. Second, we may assume that there are the 

characteristics of respondents that tend to change 

over a short period of time, and they reflect the 

changeable circumstances (situation) so the operational 

management of sports organization can rely 

on them (formulation of tactic ways for getting a 

manager to invest in sport). 

The starting relation refers to the development 

of participation of managers from usage to their 

business form. The users’ participation in this model 

is manifesting dependent variable in relation with 

exogenic manifesting variable (or battery of variables) 

of sports culture of managers. This last variable 

includes sport needs and habits of respondents 

gained while being into sport before their taking a 

position of manager in that company. 

The environment of the company is important 

for establishing and development of business participation 

of managers in sport. This environment 

is defined by three dimensions – a set of manifesting 

variables. The dimension of structure – which 

includes the characteristics of the company, its 

resources (employment, equipment), business 

potentials (funds, total income, accumulation), 

the position in the market (positioning, dynamic 

of business effects), its structure (the hierarchy 

of management), and especially socio-structural 

characteristics of managers (sex, age, marital status, 

education). This dimension includes the variables 

which do not change over a short period of 

time, so they act as determinants (the factors with 

timely predictable effects). 

The dimension of relationship – expresses the 

relationship between managing factors of the company 

and sport, current and future sport activities 

taken by the staff of the company, including managers 

(and members of their families), estimating 

business interest of the company for particular 

sport and concrete sports organization, attempts 

of the company to have interest through sport 


which cannot be achieved in any other way (with 

a lower business effect). This dimension includes 

variables that can vary in a shorter period of time 

and they represent dependent variables under the 

influence of structural dimensions of entrepreneur 

environment and sport culture of the managers. 

The dimension of the process – expresses manifesting 

effective relationship of the company and 

sport, use of sports services and resources of certain 

sports organizations (by employees and managers 

of the company), supporting sports organizations 

(free transport services, funds, financial donations), 

business transactions of the companies and certain 

sports organizations (compensations, business 

contracts, renting business premises, joint venture 

in additional activities of the sports organizations, 

advertising), sponsorship. This dimension sums up 

the effect of the two previous dimensions so it has 

an emphasized influence on the business participation 

of managers in sport (managers here act as 

authorized agents of the company). The list of all 

variables is given in Appendix 1. 

The determined relations of five dimensions of 

structural model do not include a more complex 

set of influence of exogenic and endogenic manifesting 

variables. The analysis does not include a 

probable set of latent variables which have not undergone 

empirical research procedure (they have 

not been considered in the formulated questions 

of the survey). In order to use this latent space in 

the structural model, we tested structural model by 

using SEPATH procedure (Statistica, Version 9.0). 

Results 

The main result obtained by empirical analysis 

(Figure 2) confirms that the following can be extracted 

from the collected empirical data: a) Three 

dimensions of independent variables (exogenic 

manifesting dimensions): 1) Structural characteristics 

of respondents (including their sport culture), 

2) The environment of the company, and 3) 

The environment of sports organization; b) Two 

dimensions of intermediary independent variables 

(manifesting endogenic dimensions): 1) The relationship 

of managers towards sport, and 2) The effects 

of participation; c) The dimension of criteria 

variables: Form and Duration of the participation 

of managers in sport. 

363


Figure 2. The final empirical structural model of predictors of participation of managers in sport – the 

results of SEPATH analysis 

The analysis shows that the dimension Club in 

our model is of the highest importance for understanding 

the predictors of participation of managers 

in sport. The established direct influence on the 

participation is negative (what can be interpreted as 

follows: as the category of levels of competition for 

the club is increasing, the business participation of 

managers in clubs is decreasing). The dimension 

Club also has a negative influence on the dimension 

Effects (with the nominal increase of the competition 

level – a real scale reflects a decrease of that 

level – and then the level of financing decreases as 

well as business projects of turnover, taking a loan 

and so on). The dimension Club influences the dimension 

Orientation of the manager. 

Besides direct influence on the participation of 

managers in sport, the dimension Company has an 

intermediary influence through relationship with 

the dimension of Effects of the process, which expresses 

the level of financing and free (and other) 

forms of supporting the club by the company. The 

dimension Respondent-Manager with its structural 

and sport and cultural properties has an influence 

on the dimension Effects. We conclude from 

this analysis that the dimension Effect is the key 

endogenic manifesting dimension in our structural 

model of participation of managers in sport. The 

dimension Orientation has less expressed, parallel 

effect on the participation of managers in sport. 

The next important result of our analysis of 

the structural model of participation of managers 

in sport refers to the existence of latent variables 

that influences unexplained variability of exogenic 

(DELTA) and endogenic (EPSILON) dimensions 

of structural model. Besides, although the test does 

not show a significant influence of latent distracting 

agents-noise (ZETA) it can be noted that they are 

also present with endogenic variables and variables 

of criteria dimension of model. The tests of goodness-of-fit 

(approximate abilities) for our starting 

empirical structural model point out to its limited 

analytical properties. Judging from the results of the 

survey, excluding several residual variables from 

the model can improve its research characteristics. 

The attempts to improve approximate validity 

of the model have not given any expected results. 

Judging from the indices of insufficient approximation, 

our model does not fit the data of selected 



variables since the values of these indices are below 

0.95 (McDonald’s non-centrist index, Population 

Gama index, Adjusted Population Gama index). 

According to the chi-square test at the high 

level of reliability, we can conclude that there is dependency 

of variables in the model. Bentler-Bone 

indices measure a relative decrease of the discrepancy 

function caused by transfer from Zero-model 

– along with independence of all variables in the 

model – to more complex models of dependency 

of variables, which reach the values in the range 

from 0.398 to 0.551 which is far above the perfect 

approximation (expressed by value 1). 

The constructed structured model of participation 

of managers in sport requires further development 

and improvement of characteristics so 

scientifically accepted properties should be obtained 

and they are necessary for prediction and 

forecast of managers’ behaviour in the managing 

processes and sponsoring the sports clubs. Bearing 

in mind the limited range of above-tested 

structural model, we can rely on their results as 

the starting point for extracting predictors of participation 

of managers in sport. By monitoring 

statistically verified relations in the diagram of 

flow, we obtain the following structure as the orientation 

of explaining the predictors of participation 

and their effects. 

From the above results of the research we can 

conclude that the key predictor of participation 

of managers in sport – Club is its sport ranking 

shown by the level of competition and achieved 

competition results in a certain period of time (recent 

matches within the league). As this ranking 

is higher, intention of managers to have more significant 

influence in the club is higher. Therefore it 

can be concluded that the status in the club can be 

interpreted as the way of using business potential 

of the club as the means for achieving business 

aims of the company that managers represent. 

It can be said that Participation expressed by 

the variable Status in sport can be treated as the 

predictor for explaining the process of achieving 

business aims (interests) of the company that 

the managers represent. This statement initiates 

searching for criteria dimension in the model 

formulated in a different way, which would include 

Effects of participation: both the effect on 

the sports club (its financing, logistic support for 

achieving sports and competition aims) and the effects 

that represent business aims of the company 

for whose realization the influence on sport is 

needed as well as business potential of the sports 

club. Theoretical and methodological redesign of 

the model of participation of managers in sport is 

needed for accessing such research. 

Figure 3. The predictors of participation and its effects 


365


The next important relation is shown by the 

established influence of the variable Club on the 

variable that estimates Orientation of the managers 

towards sport. We can notice that different 

aspects of the club’s reputation are necessary for 

marketing orientation of the managers, and thus 

for attracting the sponsors and members of the 

club management. Also we can see that the level 

of competition and sports success of the club represents 

the predictor variable for forecasting entrepreneur 

orientation of the managers which express 

empirical variables of their tendency to finance 

experts who make the sports success (coaches, 

doctors and physiotherapists). 

The third relation of importance for interpreting 

the participation of managers in sport has to 

do with the influence of Company on Effects of 

participation. The market position and trend of 

growth in total income of the company the managers 

represent are the variables which enable the 

prediction of effects important for financial situation 

of the company. The additional variable Profession 

of the managers can be treated as the support 

(according to the results of testing structural 

model) for predicting the contribution of managers 

for financing the club. 

Finally, two variables from the dimension Manager 

can be connected with intention and interest 

of managers for financing the club. The structural 

characteristic Marital and family status turns out 

to be an important predictor of this managers’ 

preference. Interpreting this relation requires the 

additional research (experience of a manager as 

a parent of adult or under-18 children regarding 

the sport should be taken into consideration). The 

variable Estimation of the significance of taking 

up a sport for establishing business contacts and 

getting business information makes a clear sense 

within the interpretation of business participation 

of managers in sport. In the sports environment, 

managers make contacts and obtain information 

that otherwise are not easily accessible. 

Discussion and conclusion 

Our research of participation of the managers 

in sport has emerged from the observation of the 

acute practical problem of persuading businessmen 

and managers to cooperate with sports organizations. 

Therefore, the results of this research should 

be assessed from the practical point of view. 

For the relations of variables, which the tests 

confirm as statistically significant at the level of 

probability of 95%, we can conclude that they consist 

of elements of the system of indicators by which 

it is possible to detect structural connections in the 

model of participation of the managers in sport. 

It is confirmed that there are theoretical assumed 

dimensions (battery of variables) in the model, but 

the tests of goodness-of-fit do not provide the basis 

for qualifying theoretical model of ‘well-approximated’. 

According to the results of the tests of this 

research, we may state that the structural model of 

relation between factoring and criteria variables in 

the present form can be used only partially as an 

instrument of diagnosis and forecast (prediction) of 

the participation of managers in sport. 

Our expectation that we will provide, according 

to the results of the empirical research, feedback 

on the mechanism that stimulates the managers of 

companies to participate in our sport turns out to 

be justified. The performed exploration (general 

insight, sectioning the sample of sports clubs) discovered 

and statistically tested the relations of key 

dimensions – factors of participation of non-sport 

managers in sports clubs. We obtained systematic 

insight into the structure of factors that determined 

functioning the sports clubs. (Kinney & McDaniel, 

1996; Dolphin, 2003; Stotlar, 2004) 

The realized insight into business and managing 

structure of sports organizations (their management) 

provides systematically checked referent 

framework for projecting strategy of appearing 

managing subjects in sport on the market of sponsors 

and in the offer of programme for investing 

in sport. Having in mind methodologically limited 

range of this research – its explorative character 

that does not allow generalization – the given results 

can be used for pointing out to the framework 

in which, within acceptable span of probability, 

the support for projecting managing and, first of 

all, strategic actions in sport can be searched for. 



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Corresponding author 

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E-mail: radenkomatic@yahoo.com 

367


Appendix 1: List of variables 

Properties of the company 

1. The seat of the company 

2. Main objectives 

3. Legal status of the company 

4. Year of establishing a company 

5. Total number of employees in the company 

6. Market position of the company 

7. Trend of growth of the company 

Properties of respondents – the position in 

management, structural properties 

1. Job 

2. Position – the level of management 

3. The main characteristic of the position – function 

of management 

4. Age 

5. Marital and family status 

6. Education 

The respondents’ view on sport 

1. Currently active in sport 

2. Active to the age of 21 

3. Activities in the last three years 

4. Satisfaction in the future 

5. Status in sport 

6. The forms of participation in sport – time spent 

7. Index of growth of the amount of money spent on 

financing the 

8. Other forms of supporting the club 

9. The criteria for selecting the club 

The estimation of significance for taking up a sport 

1. Contribution to health, condition 

2. Contribution to leisure, relaxation in the free time 

3. Development of character traits important for the 

profession of managers 

4. Material responsibilities 

5. Establishing the contact and getting important information 

6. Making business deals with the club 

7. Good marketing deals 

Type – Span of sponsorship 

1. Sponsorship over the total activities of the club 

2. Sponsorship over particular activities of the club 

Marketing orientation of sponsorship due to: 

1. Competition results of the club 

2. Number of viewers at the matches where the club 

takes place 

3. Loyalty and support of club fans 

4. Reputation of fair play athletes and teams of the 

club 

5. Commitment of present and past players of the club 

6. Reputation of the coach 

7. Reputation and influence of the club management 

8. Supporting the club by local political structures 

9. Supporting the club by higher sports structures 

10. Supporting the club by international sports structure 

Entrepreneur orientation of the sponsors 

1. Training of the first squad of contestants 

2. Purchasing the athletes 

3. Work with younger selections of athletes 

4. Participation of the club in the competitions 

5. Building their own sports 

6. Maintaining and insurance of existing facilities 

7. Purchasing and maintaining machines and equipment 

8. Paying professional coaches 

9. Paying the doctors and physiotherapists 

10. Paying professional managers and secretaries 

11. Developing PR of the club 

12. Developing the Marketing department of the club 

13. Organizing lottery 

14. Club’s restaurant and cafe 

15. Club’s company (goods and services) 

Identification of the club 

1. Type of the sports club:1) Football, 2) Volleyball 

2. The name of the club

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