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William D. Parham

The ascendance of cultural sport psychology as a concentrated focus of academic inquiry is timely, and emergent investigations therein represent welcome areas of scholarship. The invitation embedded in this forthcoming discussion to sport psychology researchers and practitioners to stretch beyond their comfort zones is being extended with a request to consider pursuing sport psychology research and practice with a “more of thee and less of me” mindset. The North Star goals articulated herein are to stimulate avant-garde and imaginative thinking by expanding the concepts of reflective practice and reflexivity, thereby creating a portal through which to see how perceived stumbling blocks to overcoming traditional approaches to the study of sport psychology can be transformed into stepping stones. Six premises provide the context within which this discussion is presented. Collectively, these premises support and raise caution about the scientific method and suggest that the time has come to rethink commonly held beliefs about color-blindness, melting pot formulations, and alleged-to-be-absent historical and contemporary cultural influences on in-the-moment interpersonal interactions. A context-sensitive across-cultures communication model is offered as a way of synthesizing the premises and creating a portal through which to enter into new domains of investigative inquiry. Implications for the future of sport psychology relative to research, practice, training, and consultation will be offered for consideration.

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Mark Dyreson

course, I would foreground the contributions of my own field—history. Indeed, any historian worth her or his salt could easily compile an enormous list of books and articles that not only take sport and physical activity “seriously” but also recognize the concept of culture as the cornerstone of Clio

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David A. Urquhart, Gordon A. Bloom, and Todd M. Loughead

’s motivational climate and revealed how these coaches created a vision that influenced a culture change that propelled the team to an 85% winning percentage from 2004 to 2011, including five Tri Nations titles and the 2011 Rugby World Cup. Before Henry and Smith arrived at this club, the All-Blacks had fallen

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Patricia O’Brien-Richardson

would say culture-wise because I’m African, my mother, she does hair, my sister, aunt, everybody does hair. I learned, but I don’t know how to do my own hair. Hair Habitus You know how you’re playing around, the edges are going to get dry and start turning white. You have to go to the bathroom and wet

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Florian Hemme, Dominic G. Morais, Matthew T. Bowers, and Janice S. Todd

investigations of change in the public recreation sector, as well as longitudinal examinations of large-scale organizational culture transformation attempts, which limits both theoretical and practical utility for sport management scholars and professionals interested in organizational change. Public recreation

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Julianne A. Wenner, Kimberly M.B. Tucker, Hannah G. Calvert, Tyler G. Johnson, and Lindsey Turner

students to accrue PA, as well as opportunities to learn the knowledge, skills, and dispositions for PA. These opportunities are regularly provided during physical education (PE) classes, but there is a growing recognition that cultivating a positive culture around PA cannot solely be accomplished within

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Katherine Sveinson and Larena Hoeber

of a single, unified fan culture where all fans are included. Yet, scholars have also shown that varying levels of identification and multiple ways of performing fandom can result in a dichotomy between real or authentic fans and inauthentic fans (e.g.,  Back et al., 2001 ; Brooks, 2019 ). Though

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Athina Papailiou, Janine K. Coates, Carolyn R. Plateau, Hugh Gilmore, and Jamie B. Barker

Organizational or team culture is an important contributor to an organization’s success and, more specifically, to a sport team’s cohesion, performance, and overall success ( Cole & Martin, 2018 ; Fletcher & Streeter, 2016 ; Wagstaff, 2016 ). However, what constitutes an ideal team culture is

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Leanne Norman

; McQuade & Nash, 2015 ). Previous studies have found a gender imbalance in leadership and managerial roles creates organizational cultures that are hostile or resistant to women ( Acker, 1990 ; Allen & Shaw, 2013 ; Kanter, 1977 ; Norman & Rankin-Wright, 2016 ; Norman et al., 2018 ; Shaw & Hoeber, 2003

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Jamie Jacob Brunsdon and Matthew D. Curtner-Smith

university culture and conditions) ( Casey & Fletcher, 2012 ; Merrem & Curtner-Smith, 2018 ; Park & Curtner-Smith, 2018 ). Similar to the work completed on the occupational socialization of teachers ( Richards et al., 2014 , 2019 ), the objective of the research on FMs has been to improve the quality of