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Management-Organizational Capacity (Other) Thursday, June 1, 2017 20-minute oral presentation (including questions) 1:20 PM Abstract 2017-039 Room: Torrey's Peak Sport for Development and Peace (SDP) is increasingly drawing attention from a broad range of stakeholders during recent years. Organizations involved in this domain are using sport as a means for achieving a broad range of development and peace-building outcomes (Lyras & Welty Peachey, 2011; Schulenkorf, 2012). These initiatives are found in underserved areas of low-, middle-, and high-income countries (Coalter, 2013; Kidd, 2008). To date, research has primarily examined program outcomes of SDP initiatives, yet research focused on the structures and processes of the organizations implementing these programs remains scarce (Giulianotti, 2011; Schulenkorf, Sherry, & Rowe, 2015; Schulenkorf, Burdsey, & Sugden, 2014). The concepts of organizational capacity and organizational life cycle provide two frameworks that can help contribute to closing this gap in the SDP literature. Examining the life stage of an organization adds a valuable perspective since it allows for the identification of nuances in capacity across different stages of the organizational life cycle (Andersson, 2011). Therefore, the purpose of this study is to examine the nature of organizational capacity in SDP. Specifically, the authors are guided by the following research questions: (1) what is the underlying structure of capacity in SDP? and (2) what is the association between organizational life stage and capacity levels among SDP organizations?

Sport for development and peace (SDP) agencies increasingly deal with complex institutional demands. In this article, the authors present an in-depth case study of how a nascent SDP organization created from within a local community in Kenya responded to institutional complexity through a series of pivotal moments that shaped the nature of the SDP agency. Throughout the formative stage in its life course, organizational leaders faced increased institutional complexity as they grappled with a series of incompatible prescriptions and demands from multiple institutional logics. The case organization—Highway of Hope—responded to this complexity through a process of organizational hybridity. Five pivotal decision points were identified and analyzed to explore how they shaped the organization over its early stages of existence. Our findings provide guidance for advancing our understanding of hybridity processes in SDP, both theoretically and practically.

Sport leaders are redefining organizational paradigms by blending elements from traditional forms of organizing. Leaders of emergent hybrid forms face unique challenges in managing tensions associated with the paradoxical elements they embody. This paper introduces the concept of hybrid organizing and examines its applicability to Sport for Development and Peace (SDP). Specifically, Battilana and Lee’s (2014) multidimensional framework is used to examine the core practices, workforce composition, organizational design, interorganizational relationships, and organizational culture of hybrid SDP entities. Findings from this exploratory empirical work with nine organizations indicate SDP hybrids operate under a multitude of legal structures yet are underlined by shared beliefs that these new forms provide better opportunities for achieving social impact and organizational sustainability. Organizational leaders appear to use a multitude of internal mechanisms for managing the seemingly paradoxical nature of hybrid organizing. Strengths and challenges associated with these efforts were revealed and are critically examined.

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