Managing Sport for Development: An Investigation of Tensions and Paradox

The professionalization of sport for development (SFD) has resulted in the evolution of increasingly complex organizational environments. As such, these initiatives are often balancing divergent goals such as financial, sport and community outcomes. However, previous research provides minimal insight into how SFD managers handle such tensions, and frequently oversimplifies the realities of these conflicts. To address this knowledge gap, we aim to explore the experiences of SFD managers employed within Australian National Sporting Organizations engaged in SFD programming across Asia and the Pacific. Adopting a basic qualitative methodology, our findings demonstrate how managers are challenged with complexities, tensions, and resourcing. Drawing upon paradox theory, our results also highlight how managers navigate these challenges, including scaling back programs, collaboration, promoting work, fostering local autonomy, and seeking synergies. Through this study, we build upon theoretical understandings of SFD management roles and paradoxes. Further, we offer practical insight into the challenges and strategies of managing SFD hybrids.Sport-for-development madnagers are challenged by tensions and paradox.To navigate paradoxes, managers cut programs and sought additional funding.Managers had to promote sport-for-development in professional sport contexts 1010.Managers should seek to foster collaboration, local autonomy, and synergies.