ABSTRACT
One of the unique contextual issues in sport is that, in some cases, sport organisations rely on the collaboration, and, in many instances, compliance of non-traditional sport stakeholders in order to effectively manage and deliver their sports. For example, in the Australian setting, many of the major sport facilities that host major international and professional sport events, as well as other entertainment events, are managed and operated by non-traditional sport entities. In other words, organisations such as these non-traditional sport entities are focused on running a business that hosts events, but are not necessarily sport-focused, nor are they governed or staffed by individuals who are qualified in the management of sport, or perhaps even interested in sport per se. Non-traditional sporting structures in England are typically sport-focused (in the broadest possible sense) and are governed by sport enthusiasts. For example, the strategic-level county coordination of sport and physical activity is led by a network of Active Partnerships (APs), organisations that are described as non-traditional sporting structures insofar as they do not represent traditional sporting structures.
