Managing Sport for Development: An Investigation of Tensions and Paradox

[1]  D. Parnell,et al.  COVID-19, networks and sport , 2020, Managing Sport and Leisure.

[2]  J. W. Peachey,et al.  Re-engaging local youth for sustainable sport-for-development , 2019 .

[3]  J. Ha,et al.  Examining the Influence of Shared Leadership and Organizational Capacity on Performance and Innovative Work Behavior in Sport for Development and Peace , 2019, Journal of Sport Management.

[4]  Marion E. Hambrick,et al.  Using social network analysis to investigate interorganizational relationships and capacity building within a sport for development coalition , 2019, Sport Management Review.

[5]  E. Sherry,et al.  Sport-For-Development Organizational Hybridity: From Differentiated to Dysfunctional , 2019, Journal of Sport Management.

[6]  M. Dixon,et al.  A Nascent Sport for Development and Peace Organization’s Response to Institutional Complexity: The Emergence of a Hybrid Agency in Kenya , 2019, Journal of Sport Management.

[7]  P. Svensson,et al.  Shared leadership in sport for development and peace: A conceptual framework of antecedents and outcomes , 2019, Sport Management Review.

[8]  A. Karg,et al.  Community-oriented practice: Examining corporate social responsibility and development activities in professional sport , 2019, Sport Management Review.

[9]  Wendy K. Smith,et al.  Bowing before Dual Gods: How Structured Flexibility Sustains Organizational Hybridity* , 2019 .

[10]  M. Walker,et al.  Sport as a vehicle for health promotion: A shared value example of corporate social responsibility , 2019, Sport Management Review.

[11]  T. Onishi.  Venture Philanthropy and Practice Variations: The Interplay of Institutional Logics and Organizational Identities , 2019, Nonprofit and Voluntary Sector Quarterly.

[12]  N. Schulenkorf,et al.  Sustaining commercial viability and community benefits: management and leverage of a sport-for-development event , 2018, European Sport Management Quarterly.

[13]  A. Cohen,et al.  Interrogating the motivations of sport for development and peace practitioners , 2018 .

[14]  P. Svensson,et al.  A Quantitative Assessment of Organizational Capacity and Organizational Life Stages in Sport for Development and Peace , 2018 .

[15]  Kyle S. Bunds,et al.  Examining the Environmental Characteristics of Shared Leadership in a Sport-for-Development Organization , 2018 .

[16]  R. Panwar,et al.  Managing tensions in a social enterprise: The complex balancing act to deliver a multi-faceted but coherent social mission , 2018 .

[17]  R. Jeanes,et al.  Is sport for development already an anachronism in the age of austerity or can it be a space of hope? , 2018, Sport Policy and Politics in an Era of Austerity.

[18]  P. Svensson.  Organizational hybridity: A conceptualization of how sport for development and peace organizations respond to divergent institutional demands , 2017 .

[19]  H. Thorpe,et al.  The Gendered Experiences of Women Staff and Volunteers in Sport for Development Organizations: The Case of Transmigrant Workers of Skateistan , 2017 .

[20]  J. W. Peachey,et al.  Challenges and strategies of building and sustaining inter-organizational partnerships in sport for development and peace , 2017 .

[21]  N. Schulenkorf.  Managing sport-for-development: Reflections and outlook , 2017 .

[22]  K. McGannon,et al.  Developing rigor in qualitative research: problems and opportunities within sport and exercise psychology , 2017 .

[23]  M. Perkmann,et al.  Organizational Settlements , 2017 .

[24]  P. Svensson,et al.  Navigating Plurality in Hybrid Organizing: The Case of Sport for Development and Peace Entrepreneurs , 2017 .

[25]  P. Bansal,et al.  Partners for Good: How Business and NGOs Engage the Commercial–Social Paradox , 2017 .

[26]  L. Burton,et al.  Servant Leadership in Sport for Development and Peace: A Way Forward , 2017 .

[27]  Katie Misener,et al.  Examining the integration of sport and health promotion: partnership or paradox? , 2016 .

[28]  J. W. Peachey,et al.  Research partnerships in sport for development and peace: : Challenges, barriers, and strategies , 2016 .

[29]  Wendy K. Smith,et al.  Paradox Research in Management Science: Looking Back to Move Forward , 2016 .

[30]  Wendy K. Smith,et al.  Institutional complexity and paradox theory: Complementarities of competing demands , 2016 .

[31]  Marion E. Hambrick,et al.  “Pick and choose our battles” – Understanding organizational capacity in a sport for development and peace organization , 2016 .

[32]  N. Schulenkorf,et al.  What is Sport Development , 2016 .

[33]  G. Dickson,et al.  Inter-organisational relationships in sport development , 2016 .

[34]  N. Schulenkorf,et al.  Managing Sport Development : An international approach , 2016 .

[35]  Eric MacIntosh,et al.  Management challenges in delivering an international sport and development program , 2015 .

[36]  L. Chalip,et al.  Managing sport for social change: The state of play , 2015 .

[37]  Michael B. Edwards,et al.  The role of sport in community capacity building: An examination of sport for development research and practice , 2015 .

[38]  J. W. Peachey,et al.  The making of a social entrepreneur: From participant to cause champion within a sport-for-development context , 2015 .

[39]  Blake E. Ashforth,et al.  Functions of Dysfunction , 2014 .

[40]  Sebastian Raisch,et al.  Corporate Turnarounds: The Duality of Retrenchment and Recovery , 2013 .

[41]  Wendy K. Smith,et al.  Managing Social-Business Tensions: A Review and Research Agenda for Social Enterprise , 2013, Business Ethics Quarterly.

[42]  R. Jeanes.  Educating through sport? Examining HIV/AIDS education and sport-for-development through the perspectives of Zambian young people , 2013 .

[43]  Katie Misener,et al.  Understanding capacity through the processes and outcomes of interorganizational relationships in nonprofit community sport organizations , 2013 .

[44]  Amy Wrzesniewski,et al.  In search of the self at work: Young adults’ experiences of a dual identity organization ☆ ☆Both authors contributed equally to this chapter. , 2013 .

[45]  N. Schulenkorf,et al.  Maximizing Positive Social Impacts: Strategies for Sustaining and Leveraging the Benefits of Intercommunity Sport Events in Divided Societies , 2012 .

[46]  Wendy K. Smith,et al.  A Paradoxical Leadership Model for Social Entrepreneurs: Challenges, Leadership Skills, and Pedagogical Tools for Managing Social and Commercial Demands , 2012 .

[47]  Patricia H. Thornton,et al.  The Institutional Logics Perspective: A New Approach to Culture, Structure and Process , 2012 .

[48]  L. Argote,et al.  Paradoxical frames and creative sparks: Enhancing individual creativity through conflict and integration , 2011 .

[49]  Douglas Hartmann,et al.  Sport and Development , 2011 .

[50]  S. Darnell,et al.  Sport for decolonization , 2011 .

[51]  Wendy K. Smith,et al.  Toward a Theory of Paradox: A Dynamic equilibrium Model of Organizing , 2011 .

[52]  J. Sugden,et al.  Sport for Development and Peace in Divided Societies: Cooperating for Inter-Community Empowermentin Israel , 2011 .

[53]  J. Battilana,et al.  BUILDING SUSTAINABLE HYBRID ORGANIZATIONS: THE CASE OF COMMERCIAL MICROFINANCE ORGANIZATIONS , 2010 .

[54]  Sarah J. Tracy.  Qualitative Quality: Eight “Big-Tent” Criteria for Excellent Qualitative Research , 2010 .

[55]  Paul W. Beamish,et al.  The Trap of Continual Ownership Change in International Equity Joint Ventures , 2010, Organ. Sci..

[56]  J. Sugden.  Critical left-realism and sport interventions in divided societies , 2010 .

[57]  Fred Coalter,et al.  The politics of sport-for-development: Limited focus programmes and broad gauge problems? , 2010 .

[58]  N. Schulenkorf.  The roles and responsibilities of a change agent in sport event development projects , 2010 .

[59]  Diether Gebert,et al.  Fostering Team Innovation: Why Is It Important to Combine Opposing Action Strategies? , 2010, Organ. Sci..

[60]  R. Levermore.  CSR for Development Through Sport: examining its potential and limitations , 2010 .

[61]  W. Frisby,et al.  Inevitable Tensions: Swiss and Canadian Sport for Development NGO Perspectives on Partnerships with High Performance Sport , 2010 .

[62]  S. Merriam.  Qualitative Research: A Guide to Design and Implementation , 2009 .

[63]  Johnny Saldaña,et al.  The Coding Manual for Qualitative Researchers , 2009 .

[64]  B. Christine Green,et al.  Sport development, systems, policies and pathways : an introduction to the special issue , 2008 .

[65]  Amy Wrzesniewski,et al.  FOCUSING ON LONE TREES IN THE FOREST: MEMBERS' EXPERIENCES OF A MULTIPLE IDENTITY ORGANIZATION. , 2007 .

[66]  Anat Freund,et al.  Team effectiveness under stress: a structural contingency approach , 2007 .

[67]  J. Fereday,et al.  Demonstrating Rigor Using Thematic Analysis: A Hybrid Approach of Inductive and Deductive Coding and Theme Development , 2006 .

[68]  M. Merry.  Shared Leadership: Reframing the Hows and Whys of Leadership , 2004 .

[69]  Marianne W. Lewis.  Exploring Paradox: Toward a More Comprehensive Guide , 2000 .

[70]  Patricia H. Thornton,et al.  Institutional Logics and the Historical Contingency of Power in Organizations: Executive Succession in the Higher Education Publishing Industry, 1958– 19901 , 1999, American Journal of Sociology.

[71]  S. Murray,et al.  Sports Diplomacy 2030 , 2019 .

[72]  Renate E. Meyer,et al.  The SAGE Handbook of Organizational Institutionalism , 2017 .

[73]  N. Schulenkorf,et al.  Sport for development: An integrated literature review , 2016 .

[74]  Janelle E. Wells,et al.  Called to serve: Exploring servant leadership in the context of sport-for-development , 2016 .

[75]  Michael G. Pratt,et al.  Managing Intractable Identity Conflicts , 2009 .

[76]  Patricia H. Thornton,et al.  Institutional Logics , 2008 .

[77]  M. Patton.  Qualitative research & evaluation methods , 2002 .