established growing up on the farm, education, early work experiences, and important connections and collaborations have influenced my subsequent involvement in kinesiology as an academic. Until this invitation, I rarely reflected on my academic career or how I became involved in it. Consequently, completing
Thomas L. McKenzie
Gareth J. Jones, Katie Misener, Per G. Svensson, Elizabeth Taylor, and Moonsup Hyun
, 2011 ; Misener & Doherty, 2013 ). In addition, there is also an expectation that collaborations involving nonprofits generate value beyond the tangible and intangible benefits that accrue to partnering organizations ( Austin, 2010 ). Unlike the private for-profit sector in which collaboration is
Ole Winthereik Mathorne, Natalia Stambulova, and Kristoffer Henriksen
interorganizational collaboration between the club, the municipality, and the sport federation influences the prospective athletes’ day-to-day activities in their local clubs ( Mathorne et al., 2020 ; 2021 ). In exploring such a collaboration, the authors developed a concept of an organizational triangle, which can
Charles A. Maher
organizations encompasses many responsibilities ( Halberstam, 2006 ; Hodge et al., 2019 ). These responsibilities include but are not limited to player development, communication with players and staff, practice and game preparation, evaluation of performance, staff development, collaboration with front
Lori A. Gano-Overway
for WSPAJ. In this editorial, I reflect upon recent accomplishments of the journal, my vision for its future, and the role of collaboration in this effort. Recent Accomplishments In 2012, PAGWSPA, housed in the UNC-G Center for Women’s Health and Wellness, gained ownership of the journal. With the
ourselves. As we were walking out of the session we began talking again and spent about an hour discussing the conference and our scholarly work. This began a friendship and a collaboration that lasted the next 3 decades. On that first day we met, we had a lot in common. We had both recently earned our
Lara M. Duke and Cindy K. Piletic
This paper explores the use of collaboration theory and the consensus building framework to develop institutional strategic alliances at two North American postsecondary institutions. Collaboration between institutional and/or external partners offers rich opportunities to develop creative programming that provides students with opportunities for service learning situated in a well-planned curriculum. The collaboration development capitalizes on mutually beneficial outcomes for all partners and affords more informed decision making and impact than if partners were working individually. This paper highlights two successful partnerships and outlines the future direction of those collaborative alliances.
impact upon interdisciplinary collaborations. Next, I introduce four possible axiological dissonances that may undermine our attempts at transdisciplinary research with disability communities. In so doing, I offer some strategies for bridging these axiological gaps, enabling us to work together toward
Noni Zaharia and Anastasios Kaburakis
Collaboration between industry and academia is a subject of great interest to sport management academics and sport industry leaders in the United States. However, there is a lack of research regarding barriers to sport industry–academia collaborations and bridging the gap between sport management research and practitioners. The aim of the study was to explore trends in collaboration barriers among various research involvement levels of U.S. sport firms with sport management academia. Data were gathered from 303 sport managers working for U.S. sport companies. Results indicated several barriers for research collaborations between the U.S. sport industry and academia. Such barriers include transactional barriers, sport industry subsectors, sport organizations’ location, and age and education level of respondents.
Al Petitpas, Judy Van Raalte, and Ted France
Positive youth development (PYD) programs assist youth in acquiring the skills, attitudes, and values that are critical in coping with various risk factors in their communities. The purpose of this paper is to highlight strategies that sport psychology consultants can use to support PYD programs and develop collaboration and consistency of delivery among community youth serving agencies that use sport and physical activity-based experiences to promote positive youth development. In particular, the role of sport psychology consultants within sport and physical activity programs that serve as a catalyst for community youth development (CYD) is examined. Barriers to collaboration among community-based organizations are identified and strategies to overcome these obstacles are proposed. Sport psychology consultants are in a unique position to support PYD and CYD in the athletes and communities they serve.