Innovation in sport organisations: the role of formal organisational structures and informal networks

von Schomberg, Lucien ORCID: https://orcid.org/0000-0003-2299-8812, De Vita, Katharina ORCID: https://orcid.org/0000-0002-5030-5588, Ghinoi, Stefano ORCID: https://orcid.org/0000-0002-9857-4736, De Vita, Riccardo and O’Rourke, Grace ORCID: https://orcid.org/0009-0000-2069-364X (2025) Innovation in sport organisations: the role of formal organisational structures and informal networks. Sport Management Review. pp. 1-28. ISSN 1839-2083

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Abstract

This study examines how formal organisational structures and informal networks shape innovation within sport organisations, using the football academy of KRC Genk as a case study. Drawing on qualitative interviews and social network analysis, we show that a formally established task force can drive innovation, and its effectiveness is contingent upon the members’ capacity to build and engage with diverse informal networks. These networks facilitate both idea generation and implementation, especially in environments where innovation must align with core organisational values. While existing literature recognises the complementarity of formal organisational structures and informal networks, this paper offers new empirical insight into how this relationship operates in sport organisations. It demonstrates how task forces can build internal cohesion and leverage external knowledge to embed innovation across the organisation.