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Sport-for-development organizational hybridity: from differentiated to dysfunctional

journal contribution
posted on 2019-01-01, 00:00 authored by Katherine Raw, Emma Sherry, Katie RoweKatie Rowe
Despite recent advances in sport-for-development (SFD) literature, few scholars have empirically examined organizational hybridity in SFD contexts. This is despite hybrid organizational approaches becoming increasingly common in the delivery of SFD initiatives. Opportunities exist for researchers to build knowledge regarding SFD hybrids, particularly those which operate in professional sport contexts. In this research, we examine an SFD organization, delivered by a professional sport team, which operates under a hybrid structure. A longitudinal qualitative case study design was employed, and findings demonstrate how the SFD organization, which presents a practical example of organizational hybridity, evolved over time. Drawing upon Svensson typologies of SFD hybrids, results illustrate how the organization transformed from a differentiated hybrid into a dysfunctional hybrid, under the influence of funding opportunities and institutional logics. Through the present study, we build upon theoretical understandings of SFD hybrids and offer practical insight into the nuances of SFD hybrids delivered in professional sport contexts.

History

Journal

Journal of sport management

Volume

33

Pagination

467-480

Location

Champaign, Ill.

ISSN

0888-4773

eISSN

1543-270X

Language

eng

Publication classification

C1 Refereed article in a scholarly journal, C Journal article

Issue

5

Publisher

Human Kinetics