The field of sport for development (SFD) has developed significantly over the past 20 years. SFD can be broadly defined as “the use of sport to exert a positive influence on public health, the socialization of children, youths and adults, the social inclusion of the disadvantaged, the economic
Carrie W. LeCrom, Brendan Dwyer, and Gregory Greenhalgh
Holly Thorpe and Megan Chawansky
The growing interest in sport for social change and, in particular, sport for development (SfD) projects around the world has been accompanied by an increased interest in research on the topic. However, as Sherry, Schulenkorf, and Chalip ( 2015 ) suggest, “there is still a dearth of research on the
Ramon Spaaij and Nico Schulenkorf
Recent research has examined how sports events and sport-for-development projects can create, sustain, and maximize positive social impacts for local communities. This article takes this debate forward by arguing that the cultivation of safe space is a key ingredient of sport-for-development management and community event leverage. Safe space is conceptualized as a multidimensional process that involves physical, psychological/affective, sociocultural, political, and experimental dimensions. Drawing on empirical findings from Sri Lanka, Israel, and Brazil, the article shows how these dimensions of safe space operate and interact in practice, and identifies practical strategies that sport managers, policymakers, and practitioners can use to cultivate safe spaces in and through sports projects and events.
Jon Welty Peachey and Adam Cohen
Research partnerships between scholars and sport for development and peace (SDP) organizations are common, but firsthand accounts of the challenges and barriers faced by scholars when forming and sustaining partnerships are rare. Therefore, the purpose of this study was to examine them, and to uncover strategies to overcome these challenges across different partnership contexts. Eight prominent SDP scholars were interviewed. Guided by collaboration theory and the partnership literature, findings revealed challenges included navigating the political and organizational landscape; securing commitments from organizations with limited resources; negotiating divergent goals, objectives, and understandings; and conducting long-term evaluations and research. Strategies to address these issues involved developing strategic partnerships, cultivating mutual understanding, building trust, starting small, finding the cause champion, and developing a track record of success. Key theoretical and practical implications are drawn forth, as well as intriguing future research directions.
Per G. Svensson and Chad S. Seifried
Sport leaders are redefining organizational paradigms by blending elements from traditional forms of organizing. Leaders of emergent hybrid forms face unique challenges in managing tensions associated with the paradoxical elements they embody. This paper introduces the concept of hybrid organizing and examines its applicability to Sport for Development and Peace (SDP). Specifically, Battilana and Lee’s (2014) multidimensional framework is used to examine the core practices, workforce composition, organizational design, interorganizational relationships, and organizational culture of hybrid SDP entities. Findings from this exploratory empirical work with nine organizations indicate SDP hybrids operate under a multitude of legal structures yet are underlined by shared beliefs that these new forms provide better opportunities for achieving social impact and organizational sustainability. Organizational leaders appear to use a multitude of internal mechanisms for managing the seemingly paradoxical nature of hybrid organizing. Strengths and challenges associated with these efforts were revealed and are critically examined.
Katherine Raw, Emma Sherry, and Katie Rowe
The field of sport-for-development (SFD) has grown substantially in recent years ( Schulenkorf, Sherry, & Rowe, 2016 ). As a result, various forms of interorganizational relationships (IORs) and hybrid organizations have emerged in response to opportunities for organizations and stakeholder groups
Jon Welty Peachey, Laura Burton, Janelle Wells, and Mi Ryoung Chung
The past 20 years has seen an increased interest in the field of sport for development and peace (SDP) within policy circles, in academia, and in practice ( Schulenkorf, Sherry, & Rowe, 2016 ; Welty Peachey & Cohen, 2016 ). SDP organizations, governments, and development organizations in many
Per G. Svensson and Richard Loat
interorganizational relationships. In this article, we begin to address this knowledge gap by focusing on how multistakeholders collaboratives can be better leveraged for socially transformative outcomes to be achieved in sport for development and peace (SDP). We draw on our combined experiences in SDP research
Gareth J. Jones, Elizabeth Taylor, Christine Wegner, Colin Lopez, Heather Kennedy, and Anthony Pizzo
importance of strategically incorporating targeted outcomes into event design and management ( Schulenkorf, 2012 ). The growing field of sport for development and peace (SDP) has addressed this important topic by analyzing how SDP events produce direct social impacts that can be leveraged into longer term
Sarah Zipp, Tavis Smith, and Simon Darnell
Recently, two trends have emerged within the theorizing and assessment of sport for development (SFD): a critical feminist approach, which examines how gender is experienced in SFD, questioning traditional SFD approaches that may unwittingly reinforce restrictive gender roles ( Carney & Chawansky