Adapting to Local Context and Managing Relationships: A Case Study of a Multinational SDP Partnership in Bahrain

Abstract

This paper considers the managerial process of a sport-for-development event in a geographic area that has rarely been investigated from a Sport for Development and Peace (SDP) academic perspective. Specifically, an examination of the relationships between multinational SDP organizations and a local SDP entity in managing and implementing an event in Bahrain is explored. Reflecting on the broader contextual aspects of the case, participant observation over 4 days and interviews with those involved from all organizations are used to reflect upon and build an understanding of how SDP management and relationships are localized in this regional setting. Initial findings indicate potential for further cooperation and expertise sharing between international organizations, with a particular need for understanding roles and partnership structures as well as being cognizant of local contexts and needs. Significantly, donor-recipient tensions are identified, and the positive impact of partnership-strengthening workshops are considered.

Coordination processes in partnerships between German governmental organizations and German sports federations in jointly implemented SDP projects

“…The current state of research identifies a wide variety of reasons and goals for organizations entering into partnerships ( 2 , 6 , 7 ). Governmental organizations have a wide range of goals for engaging in the SDP field, including establishing institutional networks or enabling the exchange of knowledge, for example by providing relevant information, naming contact persons and organizing conferences, forums and symposia on SDP ( 8 ).…”

“…Sports organizations, in turn, have other goals pursued in SDP engagement ( 5 ) such as social engagement, new income and/or new markets, talent scouting, marketing-specific goals, or increasing the sport's participation ( 10 , 11 ). Additionally, AlKhalifa and Collison identify–generally spoken–“increasing the amount of activities to raise awareness of development goals,” “promoting the organization by improving the track record,” and “expanding networks,” inter alia , as pursued goals ( 6 ). However, one can observe that the respective goals are not openly communicated in every case but in some cases, they seem to be adopted for the relevant audience ( 11 ).…”