抄録
This study investigates the JRT Volleyball Academy in Singapore as an example of a foreign club in order
to obtain basic information to address the challenges in youth development and club management that the
Japanese volleyball world is facing as the domestic league becomes more professional. Through an analysis of
publicly available club documents and interviews with key stakeholders, the organizational structure and
business operations of JRT were examined in detail. The findings indicate that JRT has established a
sustainable club management model through diversified revenue streams, effective utilization of dedicated
facilities, and clearly defined coaching fee structures. This model offers important insights for underdeveloped
professional youth development organizations in Japan that have been established primarily for licensing
purposes, as well as for clubs confronting financial constraints and shortages of qualified coaches during the
transition from school-based sports activities to community-based systems. At the same time, the
beneficiary-pays approach adopted by JRT may generate tension with the educational and community-oriented
values traditionally cultivated through extracurricular sports activities in Japan. Accordingly, the transition of
club activities to community-based models should not be limited to fee-based systems alone, and careful
consideration of diverse management approaches that ensure fairness is essential. Furthermore, the
international initiatives undertaken by JRT provide valuable lessons for the Japanese volleyball community,
including the SV League, which aims to enhance international competitiveness. The case analysis of JRT
suggests that this study contributes to the diversification of volleyball player development models in Japan and
to efforts aimed at improving the sustainability of volleyball clubs.
