Academic studies have helped to shed light on the potential of partnership working as a means to address crime prevention issues, but from a practical perspective it seems to have done little to further our understanding of what it is that makes the difference between partnerships that are effective and those which are not.
This is even more the case within the sport and criminal justice sector, where evidence concerning the relationship between partnership operations, processes, and outcomes is limited, with little understanding of the contradictions, complexities and contexts in which partnerships take place.
Research conducted by Morgan and Baker (20211) emphasised the high prevalence of strategic partnerships within the sport and criminal justice sector, where collaborative working is characterised by criteria-driven and ‘incentivised’ delivery, which responds to short-term targets.
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