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

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  • Jon Welty Peachey
  • Adam Cohen
  • Nari Shin
  • Bruno Fusaro

Abstract

•Examined challenges and strategies in sport for development and peace partnerships.•Key challenges included competition for resources, power relations, mission drift.•Key strategies included building relationships, treating partnership as business.•Several unique challenges and strategies to the SDP field were identified.•Theoretical extensions to sport for development and peace partnerships illuminated.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.

Suggested Citation

  • Jon Welty Peachey & Adam Cohen & Nari Shin & Bruno Fusaro, 2018. "Challenges and strategies of building and sustaining inter-organizational partnerships in sport for development and peace," Sport Management Review, Taylor & Francis Journals, vol. 21(2), pages 160-175, April.
    • Handle: RePEc:taf:rsmrxx:v:21:y:2018:i:2:p:160-175
    DOI: 10.1016/j.smr.2017.06.002
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    Cited by:

    1. Svensson, Per G. & Hambrick, Marion E., 2019. "Exploring how external stakeholders shape social innovation in sport for development and peace," Sport Management Review, Elsevier, vol. 22(4), pages 540-552.
    2. Kang, Seungmin & Svensson, Per G., 2019. "Shared leadership in sport for development and peace: A conceptual framework of antecedents and outcomes," Sport Management Review, Elsevier, vol. 22(4), pages 464-476.
    3. Cohen, Adam & Taylor, Elizabeth & Hanrahan, Stephanie, 2020. "Strong intentions but diminished impact: Following up with former participants in a sport for development and peace setting," Sport Management Review, Elsevier, vol. 23(4), pages 671-687.
    4. Mathieu Marlier & Bram Constandt & Cleo Schyvinck & Thomas De Bock & Mathieu Winand & Annick Willem, 2020. "Bridge over Troubled Water: Linking Capacities of Sport and Non-Sport Organizations," Social Inclusion, Cogitatio Press, vol. 8(3), pages 139-151.
    5. C. M. Straw & B. P. McCullough & C. Segars & B. Daher & M. S. Patterson, 2022. "Reimagining Sustainable Community Sports Fields of the Future: a Framework for Convergent Science-Stakeholder Decision-Making," Circular Economy and Sustainability, Springer, vol. 2(3), pages 1267-1277, September.
    6. Hambrick, Marion E. & Svensson, Per G. & Kang, Seungmin, 2019. "Using social network analysis to investigate interorganizational relationships and capacity building within a sport for development coalition," Sport Management Review, Elsevier, vol. 22(5), pages 708-723.

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