Research on the Multi-Stakeholder Collaborative Governance of the Sustainable Utilization of Large-Scale Basketball Venues After Competitions

Abstract

Large-scale basketball venues, due to their highly specialized physical asset attributes, face challenges in sustainable utilization during the post-competition phase, including difficulties in functional conversion, high operational costs, and narrow market demand. The complexity of these challenges stems from the specificity of the assets and the differing value perceptions of multiple stakeholders. The traditional single-dominant management model struggles to address this systemic issue. This study aims to explore the theoretical logic and practical pathways of multi-stakeholder collaborative governance in solving this problem. The research first constructs a governance theory applicable to this context, analyzes the particularities and complexities of post-competition venue utilization, and the roles and functions of multiple stakeholders, while also expanding the theory of collaborative governance to fit this specific scenario. Furthermore, the paper delves into the interaction patterns among multiple stakeholders based on resource dependence, elucidates the structural characteristics and core operational mechanisms of a polycentric collaborative governance network, and demonstrates the shaping effects of formal and informal institutions on collaborative behavior. Finally, the study establishes a multi-dimensional framework for evaluating effectiveness, integrating both process and outcomes, identifies key obstacles that impact collaborative efficacy, and proposes pathways for optimizing the governance system centered on building dynamic capabilities. This research provides a systematic theoretical analytical framework for understanding and optimizing the post-competition governance of large-scale sports venues.