Sport participation is a claimed benefit of elite sport events, but the facts do not support that claim, and means to capitalize upon events in order to build participation have yet to be developed.Through a combination of dialectical inquiry, brainstorming and nominal group, 12 expert panellists were invited to consider the challenges, opportunities, and prospects of leveraging sport events to enhance sport participation at local levels. The model consists of three elements: (1) the hierarchical nature of the context (culture; opinions and attitudes; systems and structures), (2) three types of organizations with a stake in the leveraging process (event, sport, and non-sport entities), and (3) resources needed (human, physical, and knowledge). The centre reflects the core, which is sport participation. A series of strategic questions are presented to guide formulation and implementation of strategies and tactics for leveraging sport events to build sport participation.The findings are consistent with sport development outcomes from the 1984 Los Angeles Olympic Games. It is concluded that sport events can be leveraged to enhance sport participation if the necessary alliances among sport organizations, event organizers and non-sport stakeholders are forged to integrate each event into the marketing mix of sport organizations. It is also noted that potential barriers to enhanced participation need to be addressed, particularly lack of available capacity to absorb new participants, crowding out of local participation by the event, and the disincentives resulting from elite performances that seem outside the reach of aspiring participants.

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This study investigates the underdeveloped area of event portfolios in an attempt to fill a gap in the existing literature. This research article examines strategic positioning of events and the critical role they play in local development. To understand this, a case study design was performed in a medium-sized city in Canada. The purpose of the study was to determine how the city has used sport events for broader local development and enhancement of the civic brand. Interviews with local city actors and document analyses were used to further understand the strategies within the community. The results show that although a city may possess the necessary portfolio components as per Ziakas & Costa (2011), it is essential that there is a strategy that bridges the pieces of the portfolio for sustainable development. Consequently, we found that sequencing, or the strategic timing of events and political grounds, played a crucial role in this process.

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Purpose The purpose of this paper is to present and use an event leveraging framework (ELF) to examine processes and challenges when seeking to leverage a sport event to build sport participation. Design/methodology/approach The study used an action research approach for which the researchers served as consultants and facilitators for local sports in the context of the International Children’s Games. Initially three sports were selected, and two sports were guided through the full leveraging process. Prior to the event, actions were planned and refined, while researchers kept field notes. Challenges and barriers to implementation were examined through observation immediately prior to and during the event, and through a workshop with stakeholders six weeks after the event, and interviews a year later. Findings With the exception of a flyer posted on a few cars during the track and field competition, none of the planned action steps was implemented. Barriers included competition and distrust among local sport clubs, exigencies associated with organizing event competitions, the event organizers’ focus on promoting the city rather than its sports, and each club’s insufficient human and physical resources for the task. These barriers were not addressed by local clubs because they expected the event to inspire participation despite their lack of marketing leverage. The lack of action resulted in no discernible impact of the event on sport participation. Research limitations/implications Results demonstrate that there are multiple barriers to undertaking the necessary steps to capitalize on an event to build sport participation, even when a well-developed framework is used. Specific steps to overcome the barriers need to be implemented, particularly through partnerships and building capacity for leverage among local sport organizations. Originality/value This study presents the ELF, and identifies reasons why sport events fail to live up to their promise to build sport participation. Necessary steps are suggested to redress that failing.

This article discusses agency problems in sport organizations in which the same individuals are involved in both the management and control of decision making. We focus our analysis on the case of the International Olympic Committee (IOC) by reviewing the behavior of selected IOC members with regard to the bidding process for the Olympic Games and the resulting reform attempts made by the IOC in an effort to address issues of corruption. After a review of examples of corrupt behavior on the part of IOC members, agency theory is introduced to discuss IOC reforms and provide some suggestions for future reform. We propose incorporating other stakeholders (in addition to the IOC members), such as corporate partners, media conglomerates, and other members of the Olympic movement (e.g., athletes, coaches, officials), into management and control functions. More specifi cally, it is suggested that these stakeholders comprise a board that oversees the operations of the IOC (similar to the IOC’s current executive committee) and be given the ability to remove and/or sanction IOC members who act self-interestedly to the detriment of the Olympic movement. Thus, by delegating the control function of decision making to a board and the management function to internal agents, greater accountability for all organization members can be achieved.

Over the last decade a great deal of work has examined major sport event legacies and event leverage. Much of this work has involved Olympic studies and this paper seeks to add to the body of knowledge surrounding major sport event legacies by examining the largely overlooked area of the Paralympic Games. The Paralympic Games are the second largest multisport event after the Olympic Games depending upon which parameters are used and since Sydney 2000 there has been an ‘operational partnership’ where bid cities are required to host both Games. Yet, few studies have evaluated the comparative outcomes, legacies and event leverage that Paralympic games have generated. This paper addresses this absence by conducting a thematic analysis of Paralympic legacy research. The thematic analysis used a combination of keywords involving event legacy across 13 major academic databases. Of the 43 articles identified as having Paralympic legacy related content only 13 articles empirically investigated Paralympic legacy. In reviewing the research, it is noted that the bulk of the research has focused on Summer Paralympic Games with little interest in the Winter Paralympic Games. The major findings for legacy-based research include: infrastructure; sport; information education, and awareness; human capital; and managerial changes. However, while these findings may seem congruent with major event legacies frameworks conceptually, an examination of the detailed findings shows that Paralympic legacy research is isomorphic and adds a new component to existing legacy dimensions.