Although the concept of social leverage has been a key component of research on mega sport events, authors know little about how the initial partnership between stakeholders of the event allows for social leveraging prior to the event. Thus, the purpose of this study is to understand what intentions stakeholders of a newly formed interorganizational relationship for the 2019 Federation of International Basketball Associations World Cup have toward social leverage initiatives and whether they coordinate such efforts with other stakeholders. Data were collected through two rounds of interviews with high-ranking leaders in the stakeholder organizations. The authors found that social leverage is not part of the early planning for the event because (a) different stakeholders/organizations have little knowledge of social leverage, (b) the media amplifies current values and beliefs of the interorganizational relationship stakeholders, and (c) the Chinese culture has an implicit/explicit influence on the interorganizational relationship. The study contributes to our understanding of challenges surrounding social leveraging.
Fei Gao, Bob Heere, Samuel Y. Todd, and Brian Mihalik
Jinsu Byun, Mathew Dowling, and Becca Leopkey
This study examines the governance of post-Olympic Games legacy organizations. A cross-case comparative analysis was completed by focusing on post-Games legacy organizations from three Winter Olympics (Salt Lake City 2002, Vancouver 2010, and PyeongChang 2018). Drawing on a governance framework, this research investigates the politics (stakeholder relationships), polity (institutional structures), and policy (the policy content and instruments) dimensions of governance, and explores modes of governance that facilitate collective action taken by these organizations. Data for this study included archival materials and semistructured interviews with key representatives from the relevant organizations. Three different post-Games legacy organization governance modes (public–private, interactive, and self-governance) were identified, and a conceptual model of the governance of post-Games legacy organizations is proposed. The findings have theoretical and practical implications that expand our understanding of the governance of Olympic legacy.
Diego Monteiro Gutierrez, Marco Antonio Bettine de Almeida, Gustavo Luis Gutierrez, Zack P. Pedersen, and Antonio S. Williams
Olympic Games . Tourism Planning & Development, 10 ( 1 ), 1 – 16 . https://doi.org/10.1080/21568316.2012.723038 10.1080/21568316.2012.723038 Talbot , A. ( 2019 ). Talking about the ‘rotten fruits’ of Rio 2016: Framing mega-event legacies . International Review for the Sociology of Sport, 56 ( 1
Claudio M. Rocha
; Dickson et al., 2011 ). Preuss ( 2007 ) summarized this idea and proposed three dichotomous characteristics for a sport mega-event legacy: planned–unplanned, positive–negative, and tangible–intangible. (p. 211). The literature has not reported any study that separates planned from unplanned legacies. In