The roles and responsibilities of a change agent in sport event development projects

UTSePress Research/Manakin Repository

Search UTSePress Research


Advanced Search

Browse

My Account

Show simple item record

dc.contributor.author Schulenkorf, Nico en_US
dc.contributor.editor en_US
dc.date.accessioned 2012-02-02T11:02:48Z
dc.date.available 2012-02-02T11:02:48Z
dc.date.issued 2010 en_US
dc.identifier 2010002627 en_US
dc.identifier.citation Schulenkorf Nico 2010, 'The roles and responsibilities of a change agent in sport event development projects', Elsevier Ltd, vol. 13, no. 2, pp. 118-128. en_US
dc.identifier.issn 1441-3523 en_US
dc.identifier.other C1 en_US
dc.identifier.uri http://hdl.handle.net/10453/15768
dc.description.abstract There is increasing evidence that NGOs and Government agencies are turning to sport events as a tool for reconciliation and inter-community development (Burnett, 2006; Gasser & Levinsen, 2004; Stidder & Haasner, 2007; Sugden, 2006), yet the different roles and responsibilities of the organising `change agent? within development projects have not received much empirical investigation. To address this gap, this paper analyses the different roles and responsibilities of an international sport event change agent in the ethnically divided Sri Lanka. Following an interpretivist mode of inquiry, findings of this research are derived from the analysis of 2 focus groups and 35 in-depth interviews with Sinhalese, Tamil, Muslim and international event stakeholders. Findings suggest that the change agent holds nine key roles and responsibilities in the inter-community development process. These are being an agent for community participation; a trust builder; a networker; a leader; a socially responsible advocate; a resource developer; a proactive innovator; a financial supporter; and a strategic planner for the long-term sustainability of projects. This research suggests that it is important to fulfil these roles to secure active community participation, to achieve positive sociocultural event impacts and outcomes, and to provide a strategic framework for sustainable inter-community development. en_US
dc.language en_US
dc.publisher Elsevier Ltd en_US
dc.relation.hasversion Accepted manuscript version en_US
dc.relation.isbasedon http://dx.doi.org/10.1016/j.smr.2009.05.001 en_US
dc.rights NOTICE: this is the author’s version of a work that was accepted for publication in Sport Management Review. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Sport Management Review, [Volume 13, Issue 2, May 2010, Pages 118–128] DOI# http://dx.doi.org/10.1016/j.smr.2009.05.001 en_US
dc.title The roles and responsibilities of a change agent in sport event development projects en_US
dc.parent Sport Management Review en_US
dc.journal.volume 13 en_US
dc.journal.number 2 en_US
dc.publocation United Kingdom, Australia en_US
dc.identifier.startpage 118 en_US
dc.identifier.endpage 128 en_US
dc.cauo.name BUS.Faculty of Business en_US
dc.conference Verified OK en_US
dc.for 150400 en_US
dc.personcode 995520 en_US
dc.percentage 100 en_US
dc.classification.name Commercial Services en_US
dc.classification.type FOR-08 en_US
dc.edition en_US
dc.custom en_US
dc.date.activity en_US
dc.location.activity en_US
dc.description.keywords Change agent roles; Community development; Event outcomes; Sport event leverage; Strategic sport management en_US
dc.staffid en_US
dc.staffid 995520 en_US


Files in this item

This item appears in the following Collection(s)

Show simple item record