Practice cannot be blind to theory, and theory cannot be blind to practice. This is simple to say yet immensely difficult to do. (Morrison & van der Werf, 2012, p. 400) Theory development around sport for social change agendas has received greater attention from scholars over the past 10 years. Yet, it remains underdeveloped when compared with theoretical advancements and innovations in other aspects of the sport industry (Schulenkorf & Spaaij, 2015; Welty Peachey, 2015). Scholars have wrestled with the appropriateness of theory in this context, whether theory should or even can drive interventions and change agendas, and how management practice can advance theory development in this field (