International cross-sector social partnerships between sport and governments: The World Anti-Doping Agency |
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| Institution: | 1. Department of Tourism, Sport and Hotel Management, Griffith University, Gold Coast 4222, Queensland, Australia;2. Department of Sport & Exercise Science, University of Canberra, University Drive, Bruce, ACT 2617, Australia;1. Auckland, New Zealand;2. Auckland University of Technology, New Zealand;1. University of Leuven, Policy in Sports & Physical Activity Research Group, Tervuursevest 101, 3001 Heverlee, Belgium;2. University College Cork, School of Economics, Aras na Laoi (Lee House), University College Cork, Cork, Ireland;3. Eindhoven University of Technology, Department of Industrial Design, Department of Industrial Design, P.O. Box 513, 5600 MB Eindhoven, The Netherlands;4. Fontys University of Applied Sciences, School of Sports Studies Theo Koomenlaan 3, 5644HZ, 5600 AH Eindhoven, The Netherlands;1. Department of Economics, EconomiX – CNRS, Paris Nanterre University, 200, avenue de la République, 92001, Nanterre, France;2. Galatasaray University Economic Research Center (GIAM), 34349, Besiktas, Istanbul, Turkey;1. Audencia Business School, Department of Management, 95, Rue Falguière, 75015 Paris, France;2. University of Michigan, School of Kinesiology, 1402 Washington Heights, #2120 Ann Arbor, MI, 48109-2013, USA;3. Auckland University of Technology, Faculty of Health and Environmental Sciences, Auckland 1020, New Zealand;4. CIAMS, Univ. Paris-Sud, Université Paris-Saclay, 91405 Orsay Cedex, CIAMS, Université d''Orléans, 45067, Orléans, France;1. University of Ottawa, Canada;2. Norwegian School of Sport Sciences, Norway;1. Department of Environmental and Business Economics, University of Southern Denmark, Denmark;2. Department of Nutrition, Exercise and Sports, University of Copenhagen, Denmark |
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| Abstract: | This article presents the results of an in-depth case study of the World Anti-Doping Agency (WADA), a global cross-sector social partnership (CSSP) through which governments and sport collaborate to address the social issue of doping in sport. The authors specifically explore how WADA has managed two key issues (securing financial contributions and the 2007 presidential election) using institutional and resource-dependence theories to better understand the question of why and how a sport CSSP responds strategically to its environmental and resource constraints in its precursory, establishment, and continuance phases. In doing so, the authors contribute to the sport management literature by providing new theoretical insights in the context of an international CSSP whose governance model challenges traditional management theories (Selsky & Parker, 2005) and is increasingly relevant in the current era of global management of social issues (Scherer & Palazzo, 2010). Findings suggest that for global CSSPs internal and external legitimacy is imperative through securing moral and geopolitical legitimacy, and there is value in considering resource-dependence and institutional theories as complementary rather than competing frameworks. |
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| Keywords: | Anti-doping Legitimacy Cross-sector social partnerships Organisational theory |
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