Abstract
Sport organizations increasingly cooperate to invest in elite athlete development, sometimes even across national boundaries and industry sectors. This study attempts to explain why organizations decide to cooperatively invest by extending human capital theory. A multiple case study of National Pro Fastpitch (NPF) and Kunlun Red Star Hockey Club (KRS) was conducted, including an analysis of 43 interviews and 305 documents. Organizations decided to invest cooperatively because they believed human capital sharing would allow for levels of investment that would otherwise be prohibitively expensive for individual organizations. Four enabling conditions explain when organizations perceive sharing as more effective than human capital “buying” or “making.” The findings extend human capital theory to explain sharing decisions. The cases and theory provide practical insights for managers investing in athlete development and expanding sports leagues.
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