Sport for development programmes have grown substantially given the increase in public awareness regarding sport as a tool for social development. An example is the Pour 3 Points (P3P) organization in Montreal, which offers training for sport coaches on how to foster positive development of youth in disadvantaged communities. To date only one study has investigated the learning experiences of coaches in this program, yet the organization has never done an empirical evaluation of its effects on participants and the context.

In an age where recorded audio/visual performance media is ubiquitous and easily accessed, there may seem to be little impetus to experience a performance live. However, live performance is very important clinically, where it is well known to be more effective than recorded performance in a variety of applications including sleep induction, stress and pain reduction, and improved compliance during diagnostic measurements. Moreover, experiencing live performance is thought to have numerous social benefits such as fostering social unity and awareness, along with cultural appreciation.

As the corporate board can be seen as a type of group, scholars from the group perspective have found that tasks performed by groups are unalike, and the effect of group attributes on performance largely depends on which type of tasks the group perform. Based on the survey data expected to be collected from our industry partner, we intend to bring the idea of group tasks into board research and closely examine the influence of board tasks.

The rise of local corporate–community conflicts surrounding development projects represents a trend rather than exceptional events, highlighting corporate–community relations as a prominent strategic issue.  Despite the emergence of these issues for businesses, civil society, and governments, we still have a limited understanding of the conditions necessary for building and maintaining good relations over a long period of time and at all stages of a project’s life cycle.

This study investigates how strategic changes are initiated in organizations. Using longitudinal real-time qualitative research, it explores how top executives and other actors’ emotions and feelings are managed in order to achieve desirable outcomes of strategic change. The process of strategy initiation in two major Canadian philanthropic organizations is followed in detail, with the aim of generating a robust theoretical explanation. It also aims to draw attention to implications for the practice of strategic management.