This paper outlines the ways in which information technologies (ITs) were used in the Haiti relief effort, especially with respect to web‐based mapping services. Although there were numerous ways in which this took place, this paper focuses on four in particular: CrisisCamp Haiti, OpenStreetMap, Ushahidi, and GeoCommons. This analysis demonstrates that ITs were a key means through which individuals could make a tangible difference in the work of relief and aid agencies without actually being physically present in Haiti. While not without problems, this effort nevertheless represents a remarkable example of the power and crowdsourced online mapping and the potential for new avenues of interaction between physically distant places that vary tremendously.

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Diversity is a key term used in a range of public and private organizations to describe institutional goals, values and practices. Sport is a prominent social institution where the language of diversity is frequently and positively used; yet, this rhetoric does not necessarily translate into actual practice within sport organizations. This paper critically examines diversity work in community sports clubs. Drawing upon qualitative research at 31 amateur sports clubs in Australia, the findings show that diversity work in community sport organizations is often haphazard and accidental, rather than a strategic response or adaptation to policy. This paper concludes that while individual champions are critical to the promotion of diversity, persistent tensions and resistance arise when they seek to translate the language of diversity into institutional practice.

Diversity and equality are key issues confronting sport. This article draws on findings from qualitative research carried out in Australia to critically examine how diversity is understood and valued in community sport. The findings suggest that there is a discrepancy between the policy objectives of government and sport organizations and the way in which diversity is understood and responded to in practice. Diversity management is not being adopted widely among local sports clubs. The idea of a moral imperative to cater to people with diverse backgrounds and abilities is largely absent; rather, the dominant discourse is underpinned by a business rationale which interprets diversity in terms of benefits and costs to the organization. This businessdriven approach is often detrimental to the social policy objective of ensuring equitable outcomes in sport. A fundamental reconsideration of the rationale and practice of managing diversity in sport is therefore necessary.

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