ABSTRACT Purpose Community sport clubs (CSCs) often find themselves with limited resources and external agents can be resourceful facilitators of capacity building processes. This case study, however, analyzes the organizational capacity and adaptive strategies of CSCs after a disengaged partnership with an external agent. Design This study used a qualitative case study design to investigate the outcomes of this phenomenon. Data collection consisted of field visits with 20 European-American football CSCs across 10 countries and semi-structured interviews with 10 club leaders representing 7 countries. Findings CSCs were diagnosed with weak resources across the five components of organizational capacity. CSCs adapted to capacity deficits after the external agent’s exit by taking on transformative strategies to facilitate self-empowerment. While these strategies steadily eliminated some barriers of organizational capacity, they did not eliminate the structural challenges to advance capacities in CSC organizations. Practical implications A CSC’s lasting ability to obtain organizational capacity via an external agent critically relies on the objectives of the relationship and the intent to transfer capacity building skills. Research contribution This study extends Schulenkorf’s [2010. The roles and responsibilities of a change agent in sport event development projects. Sport Management Review, 13(2), 118–128. https://doi.org/10.1016/j.smr.2009.05.001] model of community empowerment by incorporating Hall et al. [2003. A qualitative study of the challenges facing Canada’s nonprofit and voluntary organizations. Canadian Centre for Philanthropy] five interrelated dimensions of organizational capacity as the critical components through which the empowerment process should occur.
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