CASE STUDY METHODOLOGY: THE CASE OF THE UKRAINIAN KARATE FEDERATION
Abstract
Based on an analysis of the establishment, functioning, development, and evolution of the Ukrainian Karate Federation (hereinafter referred to as the UKF), one of Ukraine’s leading sports organizations, as well as its comparison with relevant and related sports federations, the study substantiates the feasibility, appropriateness, and reliability of using the UKF as an empirical basis for a case study of the economic efficiency of sports performance. The federation’s experience makes it possible to examine how resource mobilization, governance mechanisms, club licensing, athlete development, competition systems, and investment in organizational capacity interact and influence sporting outcomes. The UKF is particularly suitable for this purpose because its activities encompass interconnected levels of the sports system, ranging from local clubs and regional branches to national teams and international competitions. This multilevel structure enables the relationship between financial inputs, managerial decisions, and competitive achievements to be traced with consistency. Comparison with federations representing related sports also helps distinguish features specific to karate from broader tendencies in Ukrainian sports management. Accordingly, economic efficiency should not be reduced exclusively to the number of medals won or the amount of public funding received. It should also reflect the federation’s capacity to diversify revenue, maintain a stable network of clubs, ensure transparent selection procedures, develop qualified athletes, coaches, and judges, and transform available resources into sustainable sporting and institutional results. The UKF case therefore provides a relevant framework for identifying transferable management practices and assessing the conditions under which they may be adapted by other national sports organizations. At the same time, karate, as a specific type of martial art, can serve not only as an indicator for assessing the efficiency of the sports sector as a whole but also as a driver of the modernization and development of sports infrastructure in the context of achieving the global Sustainable Development Goals. Its development supports regular physical activity, youth engagement, education through sport, social inclusion, gender equality, institutional accountability, and cooperation among clubs, communities, public authorities, and private partners. Investment in accessible training facilities, digital administration, coaching standards, and transparent competition systems can generate effects that extend beyond elite performance. Consequently, the UKF illustrates how a sports federation may combine competitive success with financial resilience, organizational modernization, community participation, and long-term social value.
References
De Bosscher V., Shibli S. TOKYO 2020 Evaluation of the Elite Sport Expenditures and Success in 14 Nations. SPLISS, 2022. ISBN 978-90-72325-11-2. URL: https://www.researchgate.net/publication/361417300_TOKYO_2020_evaluation_of_the_elite_sport_expenditures_and_success_in_14_nations
Корнійчук А. А. Сучасні тенденції розвитку підприємництва в індустрії спорту. Економіка, управління та адміністрування. 2019. № 3 (89). С. 153–157. URL: https://ema.ztu.edu.ua/article/view/185107
Смирнов Є.В., Смирнов Є.Є. Інноваційні бізнес-моделі спортивного менеджменту (на прикладі Української федерації карате). Стратегія економічного розвитку України. 2022. № 51. С. 92–106. URL: http://sedu.kneu.edu.ua/issue/view/sedu_51_2022/sedu_51_2022_1_184
Смирнов Є.Є. Якісні критерії економічної оцінки спортивної результативності. Інноваційне підприємництво: стан та перспективи розвитку: збірник матеріалів XI Міжнародної науково-практичної конференції. Київ: КНЕУ, 2026. С. 490–495.
Про затвердження Критеріїв прозорого розподілу бюджетних коштів між неолімпійськими видами спорту: наказ Міністерства молоді та спорту України від 02.12.2021 № 4705.
Про затвердження Критеріїв пріоритетності неолімпійських та національних видів спорту, визнаних в Україні: наказ Міністерства молоді та спорту України від 30.08.2018 № 4000.
Про затвердження Стратегії розвитку фізичної культури і спорту на період до 2028 року: Постанова Кабінету Міністрів України від 04.11.2020 № 1089.
Thompson A., Lachance E. L., Parent M. M., Hoye R. A systematic review of governance principles in sport. European Sport Management Quarterly. 2023. Vol. 23, No. 6. P. 1863–1888. DOI: https://doi.org/10.1080/16184742.2022.2077795
Pielke R. Jr., Harris S., Adler J., Sutherland S., Houser R., McCabe J. An evaluation of good governance in US Olympic sport National Governing Bodies. European Sport Management Quarterly. 2020. Vol. 20, No. 4. P. 480–499. DOI: https://doi.org/10.1080/16184742.2019.1632913
Corthouts J., Zeimers G., Helsen K., Demeulemeester C., Könecke T., Zintz T., Scheerder J. Sport federations’ organizational innovativeness: an empirical comparison of characteristics and attitudes. International Journal of Sports Marketing and Sponsorship. 2022. Vol. 23, No. 5. P. 901–919. DOI: https://doi.org/10.1108/IJSMS-02-2021-0035
Lefebvre A., Parent M. M., Taks M., Naraine M. L., Séguin B., Hoye R. Aligning governance, brand governance and social media strategies for improved organizational performance: a qualitative comparative analysis of national sport organizations. Sport, Business and Management. 2024. Vol. 14, No. 1. P. 19–37. DOI: https://doi.org/10.1108/SBM-03-2023-0031
De Bosscher V., Shibli S. (2022). TOKYO 2020 Evaluation of the Elite Sport Expenditures and Success in 14 Nations. SPLISS. ISBN 978-90-72325-11-2. Available at: https://www.researchgate.net/publication/361417300_TOKYO_2020_evaluation_of_the_elite_sport_expenditures_and_success_in_14_nations
Korniichuk A.A. (2019). Suchasni tendentsii rozvytku pidpryiemnytstva v industrii sportu [Current trends in entrepreneurship development in the sports industry]. Ekonomika, upravlinnia ta administruvannia [Economics, Management and Administration], no. 3(89), pp. 153–157. Available at: https://ema.ztu.edu.ua/article/view/185107
Smyrnov Ye.V., Smyrnov Ye.Ye. (2022). Innovatsiini biznes-modeli sportyvnoho menedzhmentu (na prykladi Ukrainskoi federatsii karate) [Innovative business models of sports management (on the example of the Ukrainian Karate Federation)]. Stratehiia ekonomichnoho rozvytku Ukrainy [Strategy of Economic Development of Ukraine], no. 51, pp. 92–106. Available at: http://sedu.kneu.edu.ua/issue/view/sedu_51_2022/sedu_51_2022_1_184
Smyrnov Ye.Ye. (2026). Yakisni kryterii ekonomichnoi otsinky sportyvnoi rezultatyvnosti [Qualitative criteria for the economic evaluation of sports performance]. Innovatsiine pidpryiemnytstvo: stan ta perspektyvy rozvytku: zbirnyk materialiv XI Mizhnarodnoi naukovo-praktychnoi konferentsii [Innovative Entrepreneurship: Current State and Development Prospects: Proceedings of the XI International Scientific and Practical Conference]. Kyiv: KNEU, pp. 490–495.
Ministerstvo molodi ta sportu Ukrainy (2021). Pro zatverdzhennia Kryteriiv prozoroho rozpodilu biudzhetnykh koshtiv mizh neolimpiiskymy vydamy sportu: nakaz vid 02.12.2021 № 4705 [On Approval of the Criteria for the Transparent Distribution of Budget Funds Among Non-Olympic Sports: Order No. 4705 dated December 2, 2021].
Ministerstvo molodi ta sportu Ukrainy (2018). Pro zatverdzhennia Kryteriiv priorytetnosti neolimpiiskykh ta natsionalnykh vydiv sportu, vyznanykh v Ukraini: nakaz vid 30.08.2018 № 4000 [On Approval of the Priority Criteria for Non-Olympic and National Sports Recognized in Ukraine: Order No. 4000 dated August 30, 2018].
Kabinet Ministriv Ukrainy (2020). Pro zatverdzhennia Stratehii rozvytku fizychnoi kultury i sportu na period do 2028 roku: postanova vid 04.11.2020 № 1089 [On Approval of the Strategy for the Development of Physical Culture and Sports for the Period up to 2028: Resolution No. 1089 dated November 4, 2020].
Thompson A., Lachance E.L., Parent M.M., Hoye R. (2023). A systematic review of governance principles in sport. European Sport Management Quarterly, vol. 23, no. 6, pp. 1863–1888. DOI: https://doi.org/10.1080/16184742.2022.2077795
Pielke R. Jr., Harris S., Adler J., Sutherland S., Houser R., McCabe J. (2020). An evaluation of good governance in US Olympic sport National Governing Bodies. European Sport Management Quarterly, vol. 20, no. 4, pp. 480–499. DOI: https://doi.org/10.1080/16184742.2019.1632913
Corthouts J., Zeimers G., Helsen K., Demeulemeester C., Könecke T., Zintz T., Scheerder J. (2022). Sport federations’ organizational innovativeness: An empirical comparison of characteristics and attitudes. International Journal of Sports Marketing and Sponsorship, vol. 23, no. 5, pp. 901–919. DOI: https://doi.org/10.1108/IJSMS-02-2021-0035
Lefebvre A., Parent M.M., Taks M., Naraine M.L., Séguin B., Hoye R. (2024). Aligning governance, brand governance and social media strategies for improved organizational performance: A qualitative comparative analysis of national sport organizations. Sport, Business and Management, vol. 14, no. 1, pp. 19–37. DOI: https://doi.org/10.1108/SBM-03-2023-0031
Copyright (c) 2026 Є.Є. Смирнов
This work is licensed under a Creative Commons Attribution 4.0 International License.
