In recent decades, the concept of sport-for-development has gained increasing momentum within the larger area of development. Many large international institutions, like the UN and FIFA, have added further force to the movement by implementing and approving such organisations and programmes, often in post-conflict areas. Cross Cultures Project Association (CCPA) is one such organisation, operating in war-torn Bosnia & Herzegovina. The cultural and institutional environment in Bosnia & Herzegovina is certainly conducive to such a programme, as CCPA attempts to reunite the ethnically-split country through the game of football. Something often ignored regarding these programmes, however, are the ways in which they are run. The application of the concept of good governance on these sport-for-development organisations has only recently begun to take hold, as the efficacy and applications of these programmes are starting to become questioned. This paper aims to address this gap, by providing a complete analysis of CCPA’s good governance strategies. This will be accomplished through a holistic framework of good governance indicators, while also considering the contexts in which CCPA operates within. This paper finds that there are certain gaps in CCPA's good governance approach. Furthermore, these gaps have an effect on how the organisation is run, with serious implications for their sustainability. It is also the conclusion of this paper, however, that the contexts of CCPA, Bosnia & Herzegovina and the sport-for-development sector are too intricate to make a general conclusion from these findings.
|Educations||MSc in International Business and Politics, (Graduate Programme) Final Thesis|
|Number of pages||141|