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This study examines the governance of post-Olympic Games legacy organizations. A cross-case comparative analysis was completed by focusing on post-Games legacy organizations from three Winter Olympics (Salt Lake City 2002, Vancouver 2010, and PyeongChang 2018). Drawing on a governance framework, this research investigates the politics (stakeholder relationships), polity (institutional structures), and policy (the policy content and instruments) dimensions of governance, and explores modes of governance that facilitate collective action taken by these organizations. Data for this study included archival materials and semistructured interviews with key representatives from the relevant organizations. Three different post-Games legacy organization governance modes (public–private, interactive, and self-governance) were identified, and a conceptual model of the governance of post-Games legacy organizations is proposed. The findings have theoretical and practical implications that expand our understanding of the governance of Olympic legacy. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to examine the Interorganizational Relationships (IORs) between an Organizing Committee for the Olympic Games (OCOG) and satellite host Local Organizing Committees (LOCs) and to explore how these relationships affected the creation of Olympic legacies in these periphery locations. Methods: An embedded cross-case analysis of the 1996 Atlanta Olympic Games was built. The Atlanta Committee for the Olympic Games (ACOG) served as the primary case, and related satellite host LOCs (i.e., Athens, Columbus, Conyers, and Savannah) were the multiple units of examination. A content analysis of archival materials, official documents, and transcriptions of stakeholder interviews were conducted. Findings: ACOG engaged in IORs to improve their stability, asymmetry, and legitimacy while enhancing efficiency, reciprocity, and individual-level factors were motives shared by ACOG and the LOCs. Formal controls and informal processes managed these relationships. Consequently, the Games and the IORs acted as a catalyst for legacy creation in the satellite host settings. Practical Implications: Event organizers and stakeholders should consider the implications IORs have on long-term outcomes so host organizing committees and surrounding communities could more strategically implement additional resultant legacies. Research Contribution: The study's findings provide a new understanding of the impacts IORs can have on the longevity of legacy outcomes. [ABSTRACT FROM AUTHOR]

The COVID-19 pandemic created challenges that forced professional sport organizations to adapt to transforming media environments. The purpose of this study was to examine the impact of the pandemic on sport organizations through dimensions of mediatization: perception, structure, and behavior. Data collection included South Korean and U. S. media outlets (newspapers articles and websites) and participants (three male and two female) who worked in the Departments of New Media and Promotion in the Korean Football and Professional Baseball leagues. Data analyses involved triangulation of evidence from newspapers, websites, and interviews. The findings of the study addressed four themes: disruptions and changes in communication environment, which occurred under an already heightened need for change to enter the global sport market, recognition of the need to develop new media content due to the worldwide impact of the pandemic, development of new media teams, and collaboration for the creation of new media content. [ABSTRACT FROM AUTHOR]

Research Question: The purpose of this study is to explore post-merger sociocultural integration in sport organizations by delving into the merger of elite and mass sport organizations in Korea. Research Methods: A qualitative case study design was employed, and content analysis was utilized to identify emergent themes from interviews and archival materials. Results and Findings: Sociocultural integration challenges, such as competing values, perceived unfairness, and human resource conflicts, in addition to antecedents and interventions related to post-merger sociocultural integration in complex multilevel sport organizations, are highlighted. Implications: A model illustrating antecedents, challenges, successful interventions, and mitigation strategies for the management of sociocultural integration in sport organization mergers is proposed. Propositions regarding post-merger sociocultural integration in complex multilevel sport organization mergers are also provided. [ABSTRACT FROM AUTHOR]

This study explores on-site sponsorship leveraging of The Olympic Partners and domestic sponsors at Olympic venues. Field research consisting of photographs and reflective journals was conducted at the 2018 PyeongChang Olympic Winter Games, and these were analysed along with other archival documents. Findings revealed that, as groups, the two sponsorship programmes did not make a noticeable difference in on-site sponsorship leveraging patterns, such as leveraging methods, leveraging focus, and sponsorship fit. However, slight variances in terms of individual sponsors were observed. The research presents the on-site Olympic sponsorship leveraging cube as a tool that allows for visual cross-sectional representation of individual Olympic sponsors' on-site sponsorship leveraging within three key dimensions: leveraging method, leveraging focus, and sponsorship fit. [ABSTRACT FROM AUTHOR]

Research question: Given the increased attention on joint sport event bids this study examines how the practices and structures created through the formation of a joint bidding alliance could influence the creation of diverse types of organizational legitimacy. Research methods: A descriptive qualitative approach analyzing a combination of archival materials and interviews related to 15 international large-scale joint sport event bidding cases was completed. Results and Findings: Results suggest various practices and structures are created through forming joint bids. Propositions that suggest how joint bidding alliances can result in the creation of various legitimacy types: managerial/technical, consequential, procedural, and linkage legitimacy are provided. Implications: This study extends the sport event literature by examining joint bidding alliances as organizational strategies. A model illustrating the legitimation process of joint bids in sporting events and implications of this study is suggested. [ABSTRACT FROM AUTHOR]