It is believed that the creation and popularization of community sports clubs（CSC）are important for raising the quality of community sport life. Thus, political support for CSCs has been observed for many years. However, there are some difficulties in achieving sustainable growth including the dissolution of some CSCs. Therefore, implementing an effective management method is necessary. To explore and develop an effective management method for CSCs, we studied the growth of CSCs by examining the creation, management, and permeation of the mission statement. For this purpose, a nationwide questionnaire survey of 738 CSCs was conducted.

  The main results of this study are summarized as follows;

  1. Mission statement creation and implementation management were highly correlated. In particular, long creation period and lively discussions, cognition for community issues, and positive attitude toward creating a mission statement were strongly related to the implementation of mission management.

  2. Implementation of mission management promotes the permeation of the mission statement to members and non-members of the CSC. It was suggested that reflecting the mission statement in the CSC’s management cycle, and CSC leadership driving the mission statement, would be effective management strategies.

  3. It is apparent that the growth of CSCs was related to the implementation of the mission management and the permeation of the mission statement. It further follows that the permeation of the mission statement through mission management implementation will also promote growth of the CSC. However, from the viewpoint of increasing club membership, a possible side effect of the permeation of the mission statement may dissuade non-members from joining the CSC.

  In summary, the findings demonstrated that the creation, management, and permeation of the mission statement were related to the growth of CSCs. Furthermore, these results suggested that the effectiveness of mission management was critical for the sustainable growth of CSCs. Future research should focus on the practical mission statement of CSCs rather than a policy ideal, and on the relationship between the mission statement and the CSC.

  There are few studies on spectator sports that analyze people’s conversations or expressions from watching games. The aim of this study was to measure sports appreciation ability and to investigate the different types of programs that support spectators（henceforth, “participants” in the context of programs）. The types of programs that were assumed to exist are “the one-sided explanation-type program,” “the communication-type program,” and “the workshop-type program.” In this study, the workshop-type（WS）and the communication-type（COM）programs were investigated in the context of university ballet classes. These programs were different in regard to the degree of verbal expression of sports appreciation that participants shared during each program.

  As a result, about half of the participants in both groups had had a previous ballet experience. On the other hand, over 10% of the participants replied that they were still taking ballet lessons. More than 30% of the participants had never taken ballet classes.

  Sports appreciation ability was measured in two ways: by having the participants evaluate it themselves, and by having others evaluate it. In the analysis of own evaluation, it became clear that three sports appreciation abilities（the ability to formalize, the ability to be objective, and the ability to concentrate on information）, which seem important for expression, were higher in the COM program participants than the corresponding abilities in the WS program participants.

  The program involving a low degree of expression（the WS program）elicited lower expressions than the program involving a high degree of expression（the COM program）. It was suggested that expressions are related to sports appreciation ability.

  This investigation did not clearly reveal whether the WS program increased sports appreciation ability. However, the participants in the WS program had a significantly higher degree of satisfaction with the program.

  In Japan, innovation in extracurricular sports activities, such as the formation of a comprehensive sports club, has been considered necessary from both policy and academic viewpoints. However, currently, the number of schools adopting such innovations and the number of innovations adopted are both limited. Therefore, academic reports that describe and explain such innovation are few, indicating that accumulating knowledge on why such rare extracurricular sports activities are adopted by schools is an urgent task for the Management for Physical Education and Sport. Hence, this article aims to identify factors that promote innovation in extracurricular sports activities by examining the adoption process of such innovations.

  A case study was conducted on the comprehensive sports club of X High School, established by teacher A. Data were gathered through interview surveys of three teachers involved in establishing the club and related documents. The club has multiple divisions（e.g., for basketball, futsal, fitness, etc.）and students who join this club voluntarily participate in the activities of these divisions.

  The findings are as follows:

  First, the teacher’s sports value consciousness was an important factor that allowed engagement with diverse sports. This was because the possibility that a teacher was interested in the needs of students not engaged in any extracurricular sports activities was extremely low unless they possessed such sports value consciousness. Essentially, it was suggested that this view of sports was a prerequisite for devising the comprehensive sports club concept based on the potential needs of students who were not engaged in extracurricular sports activities. In addition, the teacher developed such sports value consciousness by participating in a comprehensive community sports club. This implied that a comprehensive community sports club could be an opportunity to reconsider the system of extracurricular sports activities.

  Second, teacher A focused on students not engaged in any extracurricular sports activities and comprehended their potential needs because students who did not engage in club activities had no sense of belonging to school. These students needed to participate in sports for enjoyment and required various sports.

  Finally, teacher A deliberately avoided other teachers’ vested interests when mobilizing management resources, and principal B demonstrated transformational leadership. It was revealed that teacher A did not cause conflicts with other teachers during the mobilization of management resources, making it a factor that ensured the comprehensive sports club was adopted. In addition, the latter provided legitimacy to adopting the club and ensured it shared activities that would not be burdensome for other teachers, thus suppressing their resistance and opposition.

  In this paper, we define a national sport organization in Japan undertaking the “new public commons” as an organization that is democratically managed by various workers, that establishes their mission in a self-controlled way, that creates cooperation between the public interests of businesses and other organizations, and that maintains its financial independence. In addition, we classify the elements necessary to the organization into four categories:（1）independence or autonomy（mental independence or autonomy, and financial independence）;（2）public welfare;（3）cooperativeness; and（4）diversity and democracy in the organization structure. We, then, elaborate on these four elements of national sport organizations using a questionnaire survey.

  As a result, the problems in each element were revealed. With regard to element（1）, it was suggested that national sport organizations need to set long-term plans and to hire specialists. They also needed to gather membership fees and donations for financial independence. With regard to element（2）, it was revealed that national sport organizations do not regard public interest businesses as important. With regard to element（3）, these organizations need to take an interest in other organizations. Finally, with regard to element（4）, to be a national sport organization undertaking the “new public commons,” it is necessary to change from an organizational structure with homogeneous members and autocracy to an organizational structure with diverse members and democracy.