Cultivating sport citizens

The Olympic Games is by far the most admirable competitions among athletes and the most spectacle sports tournaments among sports fans. The Olympic Games is built on their very core values when the games bring together people around the world to witness one of the amazing sports events in the world. It is a congregation of the Olympic Games. Three core values, i.e., excellence, friendship and respect, are around the world. The immense role of the dissemination of Olympic values and promoting and overseeing the Olympic Games falls on the shoulder of the International Olympic Committee (IOC) which is a decision-making organization regarding the Olympic affairs. Though a huge responsibility lied upon the IOC, the IOC alone cannot operate and function at this successful level. The National Olympic Committees (NOCs) from various countries need to provide considerable support to the IOC, and the accomplishment of the IOC’s objectives can be achieved only if the NOCs work efficiently and effectively. The NOCs perform various functions and provide a significant contribution to promoting sports in a country. Thailand is one of the IOC members. The missions of the National Olympic Committee of Thailand (NOCT) under the Royal Patronage of H.M. the King include supporting and promoting amateur sports and physical education, sending delegated athletes and the international. Competitions, providing welfare and education for athletes and coaches, organizing a sports museum, and coordination with different management of the NOCT are highly essential. Effective management of the NOCT will lead not only to the increasing number of junior athletes and national athletes and the success of our national athletes in major international sports competitions, but also to gear Thailand to be a healthy society using sports as a means to this end. In business, it is often argued that effective management is caused by competition. The term “creative destruction” coined by Joseph Schumpeter has continuously been proven through time that the most effective and innovative firms will thrive. Without competition, there is no real incentive and need for firms to be effective and efficient. Firms can do whatever they want bearing few or no consequences. Many sports governing bodies, e.g. the IOC and the NOCs, however, have no competition and, thus, are a monopoly. Yet, thee organizations need to be most effective. In this paper, we will argue that corporate governance is the solution to make the NOCs and the IOC to be most effective by using an example of the NOCT. Corporate governance (CG) can be loosely defined as to how to institute integrity to organizations/industries. Similar to business, the IOC and the NOCs need to instill integrity to their members no matter who they are or what role they take. A cleverly tailored corporate governance process employing control from both top-down and bottom-up will provide a necessary means to make the NOCs or, in this paper, the NOCT becomes well managed.

Who Is to Blame and What Is to Be Done? The Rise and Fall of Russian Authority in the Olympics

The civil war of China ended in 1949 with the People's Republic of China (PRC) founded in Beijing and the Republic of China (ROC) retreated to Taiwan. The confrontation of these two regimes resulted in a divided China. While the PRC claimed herself as the legitimate government succeeding the ROC and enjoyed effective control of the Mainland, the ROC still regarded herself as the legal government after the downfall of Qing Dynasty and her legitimacy did not end with the retreat to Taiwan. Hence, both regimes were fiercely engaged in diplomatic struggles for the ”sole legitimate” status. The fight for representation in the International Olympic Committee (IOC) in 1952 was the first cross-Strait diplomatic warfare. With the withdrawal of the PRC from the IOC around 1960, the international legal status of the ROC was more or less secured. However, with no effective control over the field of sports, the IOC considered neither regime representative of each other. Hence, the IOC adopted the principle of ”de facto controlled athletic area” in its Charter to regulate the membership of the PRC and ROC in the IOC. IOC asserted that ”since Taiwanese did not administer sport in China, the Republic of China was to taken off the IOC membership list. However, if it chose to reapply for admission under another name the application would be considered.” This provoked severe protest from Taiwan. Although the ROC was forced to reapply for membership under ”Republic of China Olympic Committee”, Taiwan still claimed to be the sole legitimate representative of China. This triggered the name ROC rectification campaign in the IOC. As demanded by IOC, Taipei had to give up her original membership title of ”Chinese Olympic Committee”, and to recognize her control over the field of sports only in Taiwan. Faced with such change in status, the ROC on the one hand reapply for admission to the IOC as ”Republic of China Olympic Committee, ROCOC”, and on the other hand, campaigned for effective control over the field of sports in the PRC. While the application for membership succeeded, the title was refused by the IOC. The bone contention remained the inclusion of 'China' in the title. The IOC was suspicious of Taiwan's intention to extend the ”de facto controlled athletic area” to Mainland China. To continue the fight, The ROC government through the Central Committee of KMT formed the Name Rectification Committee with the Sports Federation of the Republic of China as the convener and with members including the Ministry of Education and the Ministry of Foreign Affairs. Lobbying thus began through the support of overseas consulates and targeted at not only the IOC president and committee members, but also the participants of annual IOC executive committee meetings held in Baden-Baden, Innsbruck and Tokyo. Two achievements were eventually made. First, it was resolved at the Baden-Baden meeting that that ”ROC” could be embroidered on athletes' sportswear; and second, it was agreed at the Tokyo meeting that ”Republic of China” in Chinese characters could be added under the word ”TAIWAN” in English on the nameplate of the ROC delegation. Hence, the humble wish of the ROC was granted. Nevertheless, besides athletes from countries in East Asia using Chinese characters, most of the foreign athletes from western countries would hardly see the difference, nor understand its meaning or significance. 1960 to 1964 saw persistent efforts of the ROC in name rectification in the IOC but with little success. The same plight was suffered in her other battles in the international arena. The culture and value of status and rank provided the impetus to ROC's name-rectification campaign.

Putting Russia's Ban in Historical Perspective: A Curated Interview

"Nothing About Us, Without Us": Empowering the Youth Athlete Voice in #SafeSport.

Female Athlete Triad or Relative Energy Deficiency in Sports (RED-S): Is There a Difference?

Olympian Dreams

Since 2005, the International Olympic Committee, in collaboration with Adecco, one of the world’s leading human resource management companies, has been providing support to the world’s leading athletes in the field of education, professional development and employment through the Athlete’s Career Program (IOC Athlete’s Career Program). This area has been developed internationally under the auspices of the IOC and operates with the support of national Olympic Committees in more than 30 countries around the world. Currently, in most countries of the world, including the Russian Federation, as well as in certain regions, similar programs have been adopted, the analysis of which is necessary to determine the guidelines for the work of modern sports universities with students who are at the stage of completing a sports career. Purpose. Goal. To carry out a review and analysis of the most effective Russian and foreign support for the social adaptation and professional development of athletes at the end of their careers. Methods and methods. The method of theoretical analysis and generalization is used. Scientific novelty. The article provides an overview of programs to support social adaptation and professional development of athletes at the end of their careers, implemented in the USA, Norway, France, Canada, and the United Kingdom. These countries are participants in the IOC Athlete Career Program for the education, further training and employment of athletes, as well as for providing support to athletes who have completed their professional sports career. Practical significance. The result of the research presented in the article is the formulation of recommendations for the development of similar assistance programs for athletes completing their careers in an industrial university.

This article examines Taiwan’s perspective on its participation in the International Olympic Committee (IOC) from 1949 to 1972, during which period the Republic of China (ROC) government came to Taiwan (1949) and Avery Brundage, an American, served as the IOC President (from 1952 to 1972). Although the international situation was relatively favourable for the ROC in Taiwan during this period, the country was asked to change the name of the Olympic Committee in Taiwan. This article discusses the naming issue by analysing the content of the IOC sessions and changing international politics. Sources, including correspondence between the IOC and the Olympic Committee of the Republic of China, executive board minutes, and IOC bulletins, were gathered from the IOC archives. In addition, through the correspondence between the IOC and the Olympic Committee of the Republic of China, this paper shows why the Olympic Committee was reluctant to be called the Taiwan Olympic Committee.

Другий етап розвитку сучасного олімпійського руху відповідно до авторської комплексно-фактологічної періодизації

By means of an empirical survey, this article analyzes the decision-making process of the members of the International Olympic Committee (IOC) in order to establish how they evaluated the bids to host the 2002 Olympic Winter Games. Three bid-winning models were identified. These consisted of offers from a total of seven bid-winning subjects: the Olympic village for accommodating the athletes, transportation facilities for all the visitors to the Games, the sports arenas, the finances of the Games, telecommunications, information technology, and the media center. Offers, which had little or nothing to do with the Olympic Winter Games, were on average graded “important” by the majority of the IOC members. However, offers that referred to the performance of the Games were considered, on average, more important than other offers. The individual IOC members did not share the interest of the IOC in bids offering cultural events, environmental care (opening, closing, and prize) ceremonies, a youth camp for young athletes, and accommodation for all the athletes in a single Olympic village. No bid messenger was considered “very influential” by a majority of the IOC members in their bid choices. “The visits of the IOC members to the bid cities” was the only channel for communicating bid offers that was perceived as “very influential” by a majority of the IOC members. Every fourth IOC member stated that it was not important to their bid selection that the bidders followed IOC's bidding rules. Fifteen bid offers (17%) were evaluated differently by the IOC members due to their cultural and demographic differences.

<i>Degrees of Difficulty: How Women's Gymnastics Rose to Prominence and Fell from Grace</i> by Georgia Cervin

Much debate surrounds the nature and reality of the legacy left to host cities after they hold an Olympic or a Winter Olympic Games. We argue and provide evidence that the debate is more about sustainability. The sustainability of the International Olympic Committee (IOC) as an organization and of the games that deliver the aspirations and goals of the Olympic movement are central issues in this debate. The IOC identifies its aspirations and goals in the Olympic Charter and within it the philosophy of Olympism. To realize these, the IOC must select a bid submitted by various city, country and national Olympic committee consortia to deliver the games. There are two separate issues here. First, that the host city must meet IOC demands contained in the OC and hosting contracts; that is, that the IOC's aspirations and numerous contractual stipulations are met and that sufficient revenues from operating the games are met. Second, the delivery of the games is to leave a ‘legacy’ (sustainable outcomes) from delivering the games. Two issues arise about whether host cities can do both – deliver a successful games, within the confines of the agreements, towards achieving IOC aspirations and goals and also deliver sustainable environmental, social and economic outcomes – thereby sustaining the IOC, the Olympic movement, Olympism and the lofty aspirations and goals of the Olympic Charter.

Introduction: This paper analyzes the ways in which the International Olympic Committee (IOC) confronted and made critical policy decisions based on highly technical scientific and medical knowledge, in the period leading up to and including the 1960s. Methods: This paper utilizes the historical method to examine the topics of science and medicine within the Olympic Movement. Additionally, it brings an external and analytical perspective to a question that has thus far been examined either from an intestine approach or in an extensively descriptive manner. Research is drawn from primary sources such as scientific and medical reports from the 1960s, press reports about athletics and science, and the archives of the IOC (including reports of the nascent Medical Commission and correspondence among members of the Commission and the IOC). The 1960s were a crucial time for the IOC; particularly in the way that this group comes to understand the enormous amount of scientific information that became critical to the conduct of elite sport in that decade. Results: Prior to the 1960s, the IOC rarely had to deal with matters of a scientific or medical nature. When necessary, FIMS was consulted in these matters. In the 1960s, however, the IOC was forced to hastily confront complex scientific and medical information and struggled to create a process to assist in understanding altitude physiology, drug testing and gender verification. The composition and influence of the IOC Medical Commission at its inception continues to influence the Commission more than 30 years later. Discussion: The IOC continues to be confronted with critical decisions based on highly technical scientific and medical knowledge. Over the past 30 years the Medical Commission of the IOC has emerged as the vehicle through which this information is analyzed by the IOC. A better understanding of how certain institutions within the elite sports world were created can help us to understand the institution and its operation today. Recent historical research seems to suggest that the IOC was slow in responding to the doping issue in the past. The organization of the IOC was, in large part, responsible for any tardiness. Scientific issues that emerged in the 1960s are still the focus of debate today. There is a belief that the athletes, who “by an accident of geography” are born, grow up and train at a high altitude, are predisposed to success in distance events in track and field. The problem of doping in sport has yet to be eliminated. The more sophisticated the testing procedures become, the savvier some athletes and trainers become in evading those tests. It is not only the money that has entered the previously amateur Olympics that pushes some athletes to take performance enhancing drugs, the fame associated with an Olympic medal is also a motivating factor. The IOC decided, perhaps because of social (not just scientific or medical) pressure, to end the test for gender at the 2000 Games in Sydney (unless accusations were made about a specific athlete). Acknowledgements: Research for this project was funded, in part, by the Postgraduate Research Grant Programme, 1999, of the IOC Olympic Studies Center and the Olympic Museum.

The international olympic committee (IOC) Members Election Commission examines and reports to the Executive Board on each candidate for membership of the IOC. The IOC may give recognition to International Sports Federations which undertake to adhere to the Olympic Charter, and which govern sports that comply with the IOC’s criteria. The Lausanne-based Court of Arbitration for Sport was established in 1984 under IOC auspices, and became dependent of the IOC in 1994. A reorganization of the IOC Commissions was finalized in May 2015, in accordance with Olympic Agenda 2020. The Olympic Charter is the codification of the fundamental principles, rules and by-laws adopted by the IOC. An IOC World Conference on Prevention of Injury and Illness in Sport was held in March 2017, in Monaco. In January 2019 the IOC accredited 11 IOC research centres, which were mandated to develop effective preventive and treatment methods for sports-related injuries and illnesses.