He, Xu (2025) Identification of Key Factors of Organisational Leadership for the Development and Delivery of Environmental Sustainability Practices in Australian Sport. PhD thesis, Victoria University.

Abstract

Sport has a critical role to play in the health of people and the planet. While the International Olympic Committee is leading the promotion of environmental sustainability (ES), climate change and failure to mitigate carbon emissions threaten the future of sport. This research investigated how organisational leadership influences the development and implementation of ES practices in Australian sport organisations. Guided by a constructivist-interpretivist paradigm, this qualitative research adopted a two-stage case study methodology. Study One consisted of a preliminary document analysis of publicly available policies, strategies, and reports from Australian national sport organisations (NSOs) to understand the extent to which Australian sport engages in ES from a strategic and organisational perspective. Study Two expanded on these findings through semistructured interviews with 16 senior managers across 14 Australian sport organisations, along with additional internal document analysis and field notes. Reflexive thematic analysis was used to identify key themes across all data sources. The research drew on a conceptual framework that integrated the responsible innovation framework (Scherer & Voegtlin, 2020), dynamic capabilities framework (Harris et al., 2021), and Bronfenbrenner’s ecological systems theory (Bronfenbrenner, 1994) to guide data collection, analysis, and interpretation. The Study One findings revealed that only a small proportion of Australian NSOs publicly reported ES strategies or initiatives, and where documents existed, they often lacked operational detail or accountability structures. Five major ES themes were identified in these documents: individual action or advocacy for ES; (whole of sport actions and initiatives for ES; ES policy and strategy development; societal and cultural views about ES; and environmentally sustainable infrastructure and facility operations. These themes were supported by a total of 18 sub-themes, reflecting the considerable variation in how organisations defined and articulated their ES responsibilities. Study Two provided deeper insights into the organisational conditions, leadership drivers, and structural barriers that influenced ES development and implementation. Six central themes emerged: the bidirectional relationship between sport and the environment; organisational actions and planning for ES; drivers and motivators for ES practices; stakeholder collaboration and engagement; challenges in implementing ES practices; and risk assessment and reporting. The findings revealed that while some sport organisations are advancing proactive ES strategies, which are often driven by passionate individuals or external events, many lack the internal capacity, governance integration, or long-term planning required to institutionalise environmental sustainability. Organisational leadership plays a critical role in determining ES priorities, facilitating cross-department collaboration, and aligning actions with national and international policy agendas. However, organisations continue to face persistent cultural, capacity, and resource constraints when it comes to implementing ES practices. This research advances existing knowledge by clarifying how organisational leadership mechanisms or factors intersect with environmental challenges and opportunities in the sport sector. It offers practical guidance for sport organisations who wish to embed ES into their strategic operations and leadership development through their governance, education, and stakeholder engagement. Moreover, this research will raise awareness among the sport community at large, with the intention of encouraging more sport organisations to participate in sustainable development practices as part of the future-proofing of sport.

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