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ABSTRACT
Recently, conceptual developments in the field of institutional theory, such as institutional work, that refer to the practices and processes of individuals and organisations aimed at creating, maintaining and disrupting institutions, have emphasised how institutions are engaged in and affected by organisational actors. Institutions and humans are in a recursive relationship, whereby humans both shape and are shaped by institutional templates through political processes infused with power dynamics. In this paper, research conducted in a local African sport for development (SFD) organisation is featured. SFD is a field of increasing institutionalisation in policy and practice. This study underscores the valuable utilisation of institutional work for exploring international development and sport policy and practice. Using an ethnographic approach, how organisational actors at a local SFD site in a community in sub-Saharan Africa influenced the institutionalised nature of SFD was examined. We provide specific details about the features of the micro-processes of symbolic and relational work in maintaining and disrupting the institution of SFD and discuss three sub-themes in relation to global North hegemony/global South dependence: (1) health awareness, (2) social development and (3) sport development. Future studies of sport in general and SFD in particular would be well-suited to adopt an institutional work perspective in order for in-depth understandings of local relations, international policy and organisational actors and institutions.
Abbreviations: SFD: sport for development; NGOs: non-governmental organisations; IOC: International Olympic Committee; NCAA: National Collegiate Athletic Association; NSA: National Sports Association; SC: Sports Centre; CSA: Canadian Sport Association; UN: United Nations; ODR: Olympic Day Run
Acknowledgments
We are grateful to our anonymous reviewers for their guidance and support in the development of this paper. We would also like to thank the SFD workers who participated in this research project – their engagement enriched this study.
Disclosure statement
No potential conflict of interest was reported by the authors.
Notes
1. We recognise that although there are issues in regards to international SFD practices in terms of the relationship between actors in high-income nations and low- and middle-income countries, SFD initiatives take many different forms and there are several examples where SFD initiatives are not driven, implemented, or dependent on foreign actors. Similarly, there are certainly considerable differences in the structures of those initiatives that have been implemented by external actors in low- and middle-income countries where some are critically aware of these issues while others fail to recognise the complex and potentially dangerous dynamics involved.
2. Pseudonyms are used in this article to promote anonymity of participants and organisations.
3. A University Research Ethics Board approved this research prior to fieldwork. Additionally, research ethics approval was granted by the CSA, NSA and SC.
4. It is also important to acknowledge that all authors are white, middle-class, global North citizens who adopt various approaches of a critical world view to this project.
5. Throughout this article, we discuss how the CEO as the leader of the organisation influenced and interacted in authoritative ways that perpetuated neocolonial North/South relations and race and class inequalities. One possible reason the CEO behaves in such a manner may be influenced by broader development institutions, for example the history of international development ‘interventions’ which relied on Westernised knowledge and top-down programming. Other reasons may be her own personal background of living in South Africa as a white woman during apartheid. However, we believe this is beyond the scope of this study and in any case, wish to merely recognise dynamics that may have led to a neocolonial perspective.
6. This was especially common early in fieldwork. The first author’s outsider status may have also contributed to this resistance. Additionally, these acts of disengagement were usual when tasks were being requested by the CEO.
7. This relationship was reinforced when the first author, after returning home from his field work received a text from his former co-worker who stated that the new Canadian intern with the SC was ‘just like the CEO. They are not like you’.
8. The programme named here is adapted from its original title. The organisations involved in this study are not identifiable in the article from this programme information.