Show summary
The question of whether DEI (diversity, equity, and inclusion) programs “work,” and if so how and why, has been widely debated across fields, yet answers remain unclear. Many well-intentioned initiatives, both at grassroots and elite levels, are not systematically followed up or critically examined in terms of how they unfold in practice (e.g., Rambøl; Sogn, 2023). Practitioners often assume that such programs contribute to increased diversity and inclusion, whereas critical scholarship suggests they may, in some cases, reproduce existing organizational cultures and power relations—particularly in mentorship-based initiatives (Foldy, 2002; Ahmed, 2012; Banwell et al., 2019, 2021; Kerr, 2026; Tica, 2025). This study examines two mentorship-based DEI initiatives: one targeting female elite coaches in sport, and another aimed at female and minority filmmakers and computer game designers. The analysis forms part of a broader project on DEI in high-performance sport and art in Norway.
Aim and Research Questions
The broader project examines the institutional tensions and logics (Smith, 2005; Smith & Griffith, 2022; Thornton & Ocasio, 2008; Sogn, 2023; Steen-Johnsen, 2011) that shape, facilitate, and challenge DEI work in Norwegian elite sport and high-performance art.
This presentation addresses two research questions:
1. What insights can be gained from DEI initiatives in elite sport and high-performance art?
2. What might these fields learn from each other in designing and developing DEI initiatives?
Theoretical Background and Literature Review
The study draws on an institutional logics perspective (Thornton & Ocasio, 2008) and is inspired by institutional ethnography (Smith, 2005; Smith & Griffith, 2022). It takes practitioners’ everyday experiences as a starting point for understanding how institutional relations are enacted, and how tensions between competing logics shape DEI work in practice. It engages with critical DEI scholarship that questions taken-for-granted assumptions about such initiatives and highlights their potential to reproduce existing inequalities (Foldy, 2002; Ahmed, 2012; Banwell et al., 2019, 2021; Kerr, 2026; Tica, 2025). Rather than evaluating outcomes, the study focuses on how DEI initiatives are designed, implemented, and experienced within specific institutional contexts.
Research Design, Methodology, and Data Analysis
This 3.5-year research project follows two Norwegian high-performance organizations: Olympiatoppen (OLT), the central body for elite sport, and Talent Norge (TN), which supports artists through funding schemes and mentorship programs across approximately 80 initiatives.
The study is based on 43 in-depth interviews with leaders in OLT and TN, leaders in affiliated organizations, and participants in DEI initiatives (“future leaders”). This presentation focuses on two mentorship programs: one for female elite coaches and one for female and minority filmmakers and computer game designers.
The analysis involved systematic review of interview transcripts and documents to identify institutional tensions and contradictions. Parts of the data were shared with stakeholders in the sport sector through seminars to facilitate dialogue and ensure that emerging interpretations resonated with participants’ experiences. Data from the arts initiatives will be disseminated through a research report and follow-up activities. Analytical rigor was ensured through triangulation with literature and dialogue with experts.
Results/Findings and Discussion
Although elite sport and high-performance art operate with different institutional logics, both are fundamentally shaped by a strong performance orientation. Achieving success at the highest level entails multiple formal and informal selection processes, influencing access to development opportunities such as mentorship programs.
This creates a central tension: while organizations aim to promote equal opportunities, they simultaneously rely on selective systems that may reproduce existing inequalities. The findings show how these tensions are reflected in program design, recruitment processes, follow-up, and perceived outcomes.
A key insight is that mentorship programs do not operate in isolation but are embedded in broader organizational and institutional contexts. Their potential to challenge or reproduce power relations depends on factors such as leadership, resource allocation, and organizational commitment. In particular, leadership with diversity competence, combined with structural support and funding, appears crucial for initiatives that move beyond representation and engage with structural inequalities.
Conclusion, Academic Contribution, and Implications
This study contributes to critical discussions on DEI in high-performance contexts by examining how initiatives are shaped by institutional logics, organizational structures, and everyday practices. Rather than assessing whether programs “work,” it explores how they are understood, implemented, and experienced within elite sport and high-performance art. A comparative analysis highlights shared tensions between performance and inclusion, and how these are negotiated differently across fields. The study shows that mentorship-based initiatives may both challenge and reproduce power relations, depending on their design and context. It suggests that DEI should be approached as an ongoing, context-dependent process embedded in broader organizational dynamics.
References:
Ahmed, S. (2012). On being included: Racism and diversity in institutional life. Duke University Press.
Banwell, J., Kerr, G., & Stirling, A. (2019). Towards a process for advancing women in coaching through mentorship. International Journal of Sports Science & Coaching, 14(6), 703–713. https://doi.org/10.1177/1747954119883108
Banwell, J., Kerr, G., & Stirling, A. (2021). Benefits of a female coach mentorship programme on women coaches' development: An ecological perspective. Sports Coaching Review, 10(1), 61–83. https://doi.org/10.1080/21640629.2020.1764266
Foldy, E. G. (2002). 'Managing' diversity: Identity and power in organizations. In I. Aaltio & A. J. Mills (Eds.), Gender, identity and the culture of organizations. Routledge.
Kerr, G., & Banwell, J. (2016). Advancing women in coaching: Shifting from mentorship to sponsorship. Canadian Journal for Women in Coaching, 16(1), 1-4.