Sport for development (SFD) has gained traction over the past several decades, establishing itself as a subdiscipline within sport management research. As such, it has moved from simple program evaluation to a diverse array of theory development and testing, capacity building, impact measurement, and beyond. Scholars have suggested that the success of SFD programs relies on them being well directed, locally grounded, and clearly focused. This points to the necessity of focusing on the development and management of SFD programs over program evaluation, as the process-based focus is under-researched and highly critical. In this paper, Intergroup Contact Theory is applied to an SFD program focusing on cultural adaptability. The five components of Intergroup Contact Theory are built into the program’s design, then assessed via qualitative analysis to test the theory’s applicability in SFD research.
Carrie W. LeCrom and Tiesha Martin
Tiesha Martin, Stacy Warner and Bhibha Das
Many higher education institutions incorporate service-learning programs because of the positive outcomes they produce for students. However, limited research has assessed the outcomes of service-learning for students working with older adults in a sport setting. Using a discourse analysis approach, this study examined the outcomes of volunteering with the Greenville-Pitt County Senior Games for 55 students enrolled in a physical activity and aging course. The results revealed that students’ perceptions about older adults’ Physical Abilities and Competitiveness and their view of Sport as a Social Event changed as a result of the service-learning experience. Students also cited Humanizing the Older Adult Experience and Learning by Doing as positive outcomes of the experience. The research findings suggest that service-learning with older adults in a sport setting can help better prepare students to serve the aging population. The implications and opportunities for Sport Management instructors are highlighted.
Whitney W. Marks, Tiesha R. Martin and Stacy Warner
This case addresses the events leading up to the cancellation of the 2012 New York City Marathon in the aftermath of Superstorm Sandy. The case highlights the importance of making fair and timely decisions. The case is assembled based on newspaper accounts of the circumstances that led to New York City’s Mayor Bloomberg declaring the 2012 marathon would be held and then two days later canceling the event. The facts that were available to Mayor Bloomberg are presented in such a way that students can consider and analyze what they would have done and when, and how this may or may not differ from what actually occurred. Most importantly, the case highlights the decision-making process that many sport and event managers will encounter in the field when a weather-related event occurs in the midst of a planned athletic event. Consequently, the case provides students with an opportunity to critically examine the following: 1) how a sport organization should respond to a crisis; 2) the impact of decision-making on various event stakeholders; 3) the ethics involved in decision-making; and 4) how sport and event managers should respond to public criticism. The case is intended for use in classes focused on event management, sport ethics, and public relations.