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There has been little attention given to examining innovation under the conditions in which community sport organizations (CSO) operate. In this case study, the process under which one CSO undertook a technological innovation is explored. The purpose of this research was to classify the determinants that contributed to the innovation process, and identify at which particular stages of innovation those determinants were critical. Interviews and focus groups with key stakeholders were conducted during the innovation process. Observations were made at important points during the implementation of the innovation. Leadership commitment, pro-innovation characteristics, organizational capacity, simple organizational design, and involved and interested external parties were identified as determinants of this technological innovation. The findings illustrate multiple determinants of innovation at the managerial, organization, and environmental levels. Some of these span the entire innovation process, while others are critical only at particular stages.

The purpose of this article is to understand change in community sport organizations (CSOs) by examining the introduction of spontaneous sport activities labeled “drive-in sport” in six Swedish CSOs. Drawing on the theoretical concepts of translation and organizational identity, data from 10 interviews were analyzed to answer how, why, and with what consequences, in terms of organizational change, the focal CSOs interpreted and acted upon the idea of drive-in sport. The findings show that while drive-in sport initially may seem to have changed the CSOs, a closer examination reveals a reproduction of their organizational identities. The findings are discussed in relation to the alignment of the drive-in sport idea with the CSOs’ core purpose and practices and with wider processes of change in the CSOs’ institutional context.

Carmen Jackson directs West Jefferson’s Harris Center. Dissatisfied with the efforts of previous partners at the Center, she is looking to form connections with partners with whom she could work alongside to address the interests and needs of West Jefferson’s youth. Specifically, Ms. Jackson is concerned about the lack of structured programming and the low participation rates among girls. Dr. Snow, from nearby Paul Warner College (PWC), was referred to Ms. Jackson as a possible new partner. Dr. Snow saw the potential for college students in her Non-Profit and Community Sport course to engage in projects with the Harris Center. Summer conversations led to plans to begin partnering in the fall. The new school year has arrived. As Ms. Jackson posts flyers about the new partnership per a request from PWC’s media campaign, she is waiting to meet Dr. Snow’s students. Utilizing Parent and Harvey’s model for community-based sport initiatives, the emerging partnership between the Harris Center and PWC has established a mutually beneficial purpose. However, additional antecedents necessary for a successful project could be lacking (i.e., collaborative planning, understanding of the environments, and nature of partners), and not everyone realizes the issues with how the partnership is beginning.