Sport participation from sport events: why it doesn’t happen?

Abstract

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.

Essays in event leverage: the strategic use of event leverage in host destinations

“…One of the few studies that has sought to examine the processes and challenges of leveraging an event was conducted by Taks, Green, Misener, and Chalip (2018). In that study the authors used an action research approach, which is different from the methodology used in the majority of the previous studies.…”

“…In that study the authors used an action research approach, which is different from the methodology used in the majority of the previous studies. Using action research, Taks et al (2018) examined the barriers to leveraging a sport event for sport participation. Specifically, the authors acted as consultants and facilitators to local sport organisations, observed and participated in the attempted leverage process, immediately prior to, during and after the event.…”

“…The study concluded that while event leverage activities may appear to be straightforward to implement in order to encourage sport participation, this was not the case. Implementation of event leverage strategies required initiative, structural adjustment, human resource support that is dedicated to actively leverage the event, and collaboration (Taks et al, 2018).…”

“…Evaluation of outcomes is therefore a critical element of strategy formulation and implementation Sterling, 2003). Although outcome evaluation is not explicitly presented in the original event leverage model, the ELF (Taks et al, 2018) clearly and rightfully incorporates outcomes. This inclusion is important as the primary focus of the current literature focuses on setting objectives and less so on how the strategies are developed prior to the event, and further the evaluation of objectives.…”

“…A mixed method could be useful in exploring other dimensions of the phenomenon, thus widening our understanding, and further testing the generalisability of the results. Further, an action research approach may be useful to assessing how future leveraging strategies are devised and implemented (Taks et al, 2018) Second, the findings may not be generalisable outside of the contexts in which they were…”