Challenges and strategies of building and sustaining inter-organizational partnerships in sport for development and peace

Welty Peachey, J; Cohen, A; Shin, N; Fusaro, B

Challenges and strategies of building and sustaining inter-organizational partnerships in sport for development and peace

Welty Peachey, J Cohen, A Shin, N Fusaro, B

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Publication Type:: Journal Article
Citation:: Sport Management Review, 2016
Issue Date:: 2016-11-15

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	Welty Peachey et al. (2017) SMR - SDP Partnership Challenges.pdf	Accepted Manuscript Version	259.17 kB	Adobe PDF	View/Open

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Field	Value	Language
dc.contributor.author	Welty Peachey, J	en_US
dc.contributor.author	Cohen, A	en_US
dc.contributor.author	Shin, N	en_US
dc.contributor.author	Fusaro, B	en_US
dc.date.issued	2016-11-15	en_US
dc.identifier.citation	Sport Management Review, 2016	en_US
dc.identifier.issn	1441-3523	en_US
dc.identifier.uri	http://hdl.handle.net/10453/108962
dc.description.abstract	© 2017 Sport Management Association of Australia and New Zealand. While sport management scholars have explored inter-organizational partnerships and their associated challenges, they have devoted less attention to inter-organizational partnership development and sustainability in sport for development and peace (SDP), particularly across a wide range of organizations with varied missions and foci. Hence, the purpose of this qualitative study was to examine challenges faced by SDP organizations when forming and sustaining inter-organizational partnerships across contexts and partnership types, and to uncover strategies they have employed to overcome these challenges. Common challenges encountered across 29 SDP organizations included competition for resources, skepticism of sport as a development tool, unequal power relations, misaligned goals and mission drift, and implementation issues. Strategies included focusing on building relationships and networks, demonstrating benefits to partner, starting small then diversifying, keeping focused on mission and goals, involving partner, and treating the partnership as a business relationship. Theoretical extensions and practical implications are discussed, along with directions for future research.	en_US
dc.relation.ispartof	Sport Management Review	en_US
dc.relation.isbasedon	10.1016/j.smr.2017.06.002	en_US
dc.subject.classification	Sport, Leisure & Tourism	en_US
dc.title	Challenges and strategies of building and sustaining inter-organizational partnerships in sport for development and peace	en_US
dc.type	Journal Article
utslib.for	1504 Commercial Services	en_US
utslib.for	1503 Business And Management	en_US
utslib.for	1505 Marketing	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/School of Management
utslib.copyright.status	closed_access
pubs.declined	2017-07-05T17:56:45.515+1000
pubs.publication-status	Accepted	en_US

Abstract:

© 2017 Sport Management Association of Australia and New Zealand. While sport management scholars have explored inter-organizational partnerships and their associated challenges, they have devoted less attention to inter-organizational partnership development and sustainability in sport for development and peace (SDP), particularly across a wide range of organizations with varied missions and foci. Hence, the purpose of this qualitative study was to examine challenges faced by SDP organizations when forming and sustaining inter-organizational partnerships across contexts and partnership types, and to uncover strategies they have employed to overcome these challenges. Common challenges encountered across 29 SDP organizations included competition for resources, skepticism of sport as a development tool, unequal power relations, misaligned goals and mission drift, and implementation issues. Strategies included focusing on building relationships and networks, demonstrating benefits to partner, starting small then diversifying, keeping focused on mission and goals, involving partner, and treating the partnership as a business relationship. Theoretical extensions and practical implications are discussed, along with directions for future research.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/108962