PURPOSE This study identified a company sports club’s dual characteristics— both for leisure activity and as an extension of work—to provide comprehensive interpretation and understanding of such clubs. METHODS A qualitative case study design was employed, incorporating in-depth interviews, nonparticipant observation, and supplementary data collection from 25 office workers who had participated in an in-house sports club for at least one year. RESULTS Participants reported a wide spectrum of motivations, from voluntary motives such as stress relief and health improvement to more obligatory or organizationally driven motives, including pressure from supervisors or colleagues and expectations related to performance evaluations. The club offered both team sports—which fostered teamwork and a sense of belonging—and individual sports—which offered personal development opportunities. However, some participants experienced blurring of work–leisure boundaries and reemergence of hierarchical organizational culture, leading to conflict and fatigue. CONCLUSIONS Overall, Although company sports clubs have become a welfare program that provides employees with opportunities for leisure and self-development and promote inter-departmental communication and collaboration, they also carry the latent risk of imposing additional burdens and pressures on employees. These findings underscore the need for refined operational strategies and institutional improvements to mitigate negative outcomes and maximize such programs’ original intent.
