This case follows Katie, a sport manager, as she researches Swimming Canada, an early adopter of integration (governing both able-bodied and para-swimming within one organization). The case demonstrates the organizational challenges and opportunities of integrating parasport and the able-bodied counterpart into one national sport governing body. While philosophically integration seems to be a good direction, the case of Swimming Canada demonstrates some of the key issues that need to be considered around access and inclusion, human capital resources for sport delivery, governance mechanisms, and the structure of sport that is influenced by many different social constructs. This case is particularly useful for addressing how sport policy and politics impact organizational change, inclusion, equity, and sport governance. The case is appropriate for use at the undergraduate and graduate levels.
Laura Misener, Kerri Bodin, and Marika Kay
Daniel S. Mason, Lucie Thibault, and Laura Misener
This article discusses agency problems in sport organizations in which the same individuals are involved in both the management and control of decision making. We focus our analysis on the case of the International Olympic Committee (IOC) by reviewing the behavior of selected IOC members with regard to the bidding process for the Olympic Games and the resulting reform attempts made by the IOC in an effort to address issues of corruption. After a review of examples of corrupt behavior on the part of IOC members, agency theory is introduced to discuss IOC reforms and provide some suggestions for future reform. We propose incorporating other stakeholders (in addition to the IOC members), such as corporate partners, media conglomerates, and other members of the Olympic movement (e.g., athletes, coaches, officials), into management and control functions. More specifi cally, it is suggested that these stakeholders comprise a board that oversees the operations of the IOC (similar to the IOC’s current executive committee) and be given the ability to remove and/or sanction IOC members who act self-interestedly to the detriment of the Olympic movement. Thus, by delegating the control function of decision making to a board and the management function to internal agents, greater accountability for all organization members can be achieved.
Laura Misener, Landy Di Lu, and Robert Carlisi
The strategic formation of partnerships for leveraging sport events to achieve social impact is becoming a critical component of large-scale sport events. The authors know less about the process dimensions related to the formation and collaborative dynamics of a sport event–leveraging partnership. To address this gap, the authors focus on examining the formation and collaborative dynamics alongside the challenges of the cross-sector partnership, the Ontario Parasport Legacy Group (OPLG), which emerged as an important leveraging strategy for the Toronto 2015 Pan/Parapan American Games. The authors found that the formation of the OPLG was shaped through broader environmental elements—including resource conditions, window of collaborative opportunity, and cultural influence—and essential drivers of strategic leadership and consequential incentives. Furthermore, the authors’ analysis shows that the development of the OPLG and its effectiveness in partnership delivery were determined through key domains of collaborative dynamics (i.e., engagement, motivation, and joint capacity).
Jeremy S. Jordan, Laura Burton, Laura Cousens, Marlene Dixon, Sarah Leberman, and Laura Misener
Jeremy S. Jordan, Laura Burton, Laura Cousens, Sarah Leberman, and Laura Misener
Laura Misener, Simon Darcy, David Legg, and Keith Gilbert
Over the last decade a great deal of work has examined major sport event legacies and event leverage. Much of this work has involved Olympic studies and this paper seeks to add to the body of knowledge surrounding major sport event legacies by examining the largely overlooked area of the Paralympic Games. The Paralympic Games are the second largest multisport event after the Olympic Games depending upon which parameters are used and since Sydney 2000 there has been an ‘operational partnership’ where bid cities are required to host both Games. Yet, few studies have evaluated the comparative outcomes, legacies and event leverage that Paralympic games have generated. This paper addresses this absence by conducting a thematic analysis of Paralympic legacy research. The thematic analysis used a combination of keywords involving event legacy across 13 major academic databases. Of the 43 articles identified as having Paralympic legacy related content only 13 articles empirically investigated Paralympic legacy. In reviewing the research, it is noted that the bulk of the research has focused on Summer Paralympic Games with little interest in the Winter Paralympic Games. The major findings for legacy-based research include: infrastructure; sport; information education, and awareness; human capital; and managerial changes. However, while these findings may seem congruent with major event legacies frameworks conceptually, an examination of the detailed findings shows that Paralympic legacy research is isomorphic and adds a new component to existing legacy dimensions.
Jeremy S., Beth Cianfrone, Laura Cousens, Laura Misener, and David Shonk
Daniel Wigfield, Ryan Snelgrove, Luke R. Potwarka, Katie Misener, and Laura Wood
Mano Watsa, President of Point Guard College (PGC) Basketball, is contemplating the next direction to take his organization. His co-owner, Nicole, is adamant that the next five years should be focused on growing PGC Basketball. Like Nicole, Mano would love to see PGC Basketball continue to grow; however, he is skeptical about focusing on growth when the organization is facing some significant challenges. Specifically, PGC Basketball is faced with a low athlete annual retention rate (i.e., 20%) and camps in some regions operating below 70% capacity. In addition, Mano recognizes that PGC Basketball has issues achieving consistency within their operations to ensure quality control, promoting their summer camps within all the markets they serve, as well as attracting and retaining top talent to work as camp instructors. Mano must determine the best strategy to implement for PGC Basketball to continue its success over the next five years.