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
Michael Annear, Tetsuhiro Kidokoro, and Yasuo Shimizu
X Annear , M. , Shimizu , Y. , & Kidokoro , T. ( 2019 ). Sports mega-event legacies and adult physical activity: A systematic literature review and research agenda . European Journal of Sport Science, 19 ( 5 ), 671 – 685 . doi:10.1080/17461391.2018.1554002 10
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