Antecedents and consequences of organization engagement in nonprofit organizations: the case of sport clubs

Purpose This paper investigates the role of organization engagement and extra-role behavior in nonprofit sport clubs and examines how team dynamics and eudaimonic well-being in sport club members are influential for organization engagement. We further investigate the moderating influence of organizational tenure between team reflexivity and team identification. Design/methodology/approach We collected data from 545 sport club members in the UK and applied structural equation modeling (SPSS AMOS 29) to test the research model. Findings The results show that organization engagement is positively associated with extra-role behavior, except the social dimension of engagement, which is negatively associated. We established that team identification and eudaimonic well-being fully mediate the association between team reflexivity and organization engagement. The moderating effect of organizational tenure supports that team reflexivity is more effective for members with short-term tenure to strengthen team identification. Practical implications Managers in sport clubs are advised to consider the type of information exchanged, the way it is discussed, the intensity or regularity of team reflexivity and the degree of interactivity between members as critical factors that influence team dynamics and organization engagement. Originality/value We contribute to research in two major ways. First, we extend previous research on organization engagement by offering a multidimensional investigation of organization engagement in a nonprofit sport club context. Second, we extend previous research on organization engagement by introducing new antecedents and consequences in this context.