Thesis. / Bibliography: p. 63-66.

Thesis (Ph. D.)--University of California, Santa Barbara, 1990. / Includes bibliographical references (p. 403-424).

Thesis (M.A.)--Brock University, 2009. / Includes bibliographical references (leaves 104-116).

Thesis (Ph. D.)--University of Chicago, Dept. of History, March 2003. / Includes bibliographical references (p. 263-287). Also available on the Internet.

Critics of the Olympic Games argue that rather than promoting the cherished values of Olympism, the Games have primarily been used as a means to leverage public funds to satisfy the economic interests of the elite, while typically returning to the community overdebtness of hosting the event, unusable post event facilities and negative impacts to accommodations and its resident’s standard of living (Andranovich, Burbank & Heying, 2001; Haxton, 1999; Hall, 2006; Hiller, 1990, Horne & Manzenreiter, 2006; Lenskyj 2003; Macintosh and Whitson, 1993). For Vancouver, host city of the 2010 Winter Olympic Games, to overcome such criticisms the organizing committee must work with its stakeholders, those with a stake rather than stock in the Games, to ensure that social development benefits are maximized and negative impacts are mitigated. The city’s downtown eastside (DTES) has been singled out as the first area of focus by both the Vancouver Organizing Committee for the Olympic and Paralympic Games (VANOC) and the Vancouver Agreement (VA), a public collaboration aimed at addressing the social issues that plague the area including business decline, unemployment, poverty, crime, and drug use (Ference & Weicker, 2002; Pivot, 2006; Vancouver Agreement, 2006). The 2010 Winter Games Inner-City Inclusive Commitment Statement (ICICS), adopted by VANOC and the VA, outlines the goal for an inclusive and socio–economic responsible Games. Understanding how each organization aims to use these Olympic Games to address the social development issues in the DTES was the primary focus of this study. Using stakeholder theory, the specific research questions included: 1) How do the focal organization (VA) and the stakeholders (VANOC) define the social development issue(s) underpinning their involvement in the ICICS? 2) How does VANOC see its role/interests in the VA and how does this compare with the VA’s view of VANOC’s role? 3) What factors are facilitating or constraining the sustainability of the relationship between the VA and VANOC? 4) What outcomes do the VA and VANOC hope to accomplish and how will these be assessed? This case study from September 2005 to February 2006, used multiple qualitative research methods including document analysis of organizational reports, policies and media releases and purposive sampling to conduct 8 ‘elite’ face to face interviews with administrators from VANOC, the 2010 Legacies Now Society, a non-profit society that works with community partners to develop social and economic opportunities surrounding the 2010 Winter Olympic Games, and those involved at the VA. The study revealed the primary goal between these three organizations is to use determine how to effectively use these Olympic Games as a catalyst to address the social issues affecting the DTES. While acknowledging that these social issues will by no means be fully addressed by the time the Games are hosted, they continue to focus on building their relationships and within the community in order to accelerate this social agenda. Factors found to facilitating their own relationship and with the community include: inter organizational dynamics, the Olympic Games sectoral tables, and VANOC’s Board of Directors. While administrators also identified factors constraining the relationship to include: managing working relationships with the community, government politics, and inter organizational challenges. / Education, Faculty of / Kinesiology, School of / Graduate

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Thesis (Ed.D.)--Boston University / The purpose of this study was to gain an in-depth understanding of selected psycho-social factors associated with the gold medal winning peak performance of the 1998 Women's Olympic Ice Hockey Team. These psycho-social factors were grouped into six specific purposes: cohesion and coaching, team confidence, team-specific ideal performance states, individual confidence, individual task-specific ideal performance states, Olympic stress, and coping methods. In-depth interviews using a two-part interview guide were conducted with all 20 team members. Hierarchical content analysis procedures were used to analyze the interview data. Method triangulation in the form of quantitative instruments, source triangulation, analyst triangulation and member checks were utilized to support the credibility of the interview data. Results showed that the team was highly cohesive and confident. Primary sources of cohesion were the commitment to a common goal, mutual trust and acceptance, and coaching actions. Cohesion was considered to contribute significantly to performance. Sources of confidence were performance accomplishments, coaching, cohesion and perceived readiness. The team reported a very strong relationship with the head coach, who was considered highly effective. Collectively, the team did experience task-specific, ideal peliormance states at various times in selected games at the Olympics. On an individual level , athletes reported high confidence based on peliormance accomplishments, constructive feedback, role clarity, and effective preparation. Due to their preparation the athletes experienced few stressors and coped effectively with them. lndi vidually, the athletes also experienced ideal peliormance states during selected games at the Olympics. However, these states were fragile and not present for the entire duration of a game. The description of taskspecific, ideal peliormance states, collectively as well as individually, matched Csikszentmihalyi's (1990) theoretical model of flow. Unambiguous feedback was a particularly salient flow dimension for these team sport athletes. From a team development perspective, the team achieved the performing stage of its development at the Olympics characterized by high cohesion and confidence, role clarity, acceptance, and commitment as well as strong leadership and ideal peliormance states. Strength and limitations as well as practical implication of these findings with regards to preparing the team for 2002 were discussed.

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