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Despite recent advances in sport-for-development (SFD) literature, few scholars have empirically examined organizational hybridity in SFD contexts. This is despite hybrid organizational approaches becoming increasingly common in the delivery of SFD initiatives. Opportunities exist for researchers to build knowledge regarding SFD hybrids, particularly those which operate in professional sport contexts. In this research, we examine an SFD organization, delivered by a professional sport team, which operates under a hybrid structure. A longitudinal qualitative case study design was employed, and findings demonstrate how the SFD organization, which presents a practical example of organizational hybridity, evolved over time. Drawing upon Svensson typologies of SFD hybrids, results illustrate how the organization transformed from a differentiated hybrid into a dysfunctional hybrid, under the influence of funding opportunities and institutional logics. Through the present study, we build upon theoretical understandings of SFD hybrids and offer practical insight into the nuances of SFD hybrids delivered in professional sport contexts.

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The professionalization of sport for development (SFD) has resulted in the evolution of increasingly complex organizational environments. As such, these initiatives are often balancing divergent goals such as financial, sport and community outcomes. However, previous research provides minimal insight into how SFD managers handle such tensions, and frequently oversimplifies the realities of these conflicts. To address this knowledge gap, we aim to explore the experiences of SFD managers employed within Australian National Sporting Organizations engaged in SFD programming across Asia and the Pacific. Adopting a basic qualitative methodology, our findings demonstrate how managers are challenged with complexities, tensions, and resourcing. Drawing upon paradox theory, our results also highlight how managers navigate these challenges, including scaling back programs, collaboration, promoting work, fostering local autonomy, and seeking synergies. Through this study, we build upon theoretical understandings of SFD management roles and paradoxes. Further, we offer practical insight into the challenges and strategies of managing SFD hybrids.