Research question: The literature investigating non-mega sport events’ social impacts remains limited. Furthermore, these impacts have mainly been examined from the point of view of spectators or residents. This article explores how these impacts are perceived by local governments. Based on the theoretical framework of strategic sensemaking, we analyze how local sport officials collect and interpret information concerning these impacts, and how these interpretations lead them to develop impact management strategies. Research methods: Semi-structured interviews were conducted with local sports officials from 25 medium-sized French cities and subjected to content analysis. Results and findings: Results show that while they perceive more positive than negative impacts, they are nonetheless proportionally more involved in the management of negative impacts. Two main gaps are identified in their sensemaking process. One gap relates to the understandability of positive impacts, and the other relates to their controllability. Four ways of managing these impacts are presented with supporting evidence, namely organizer relationship management, direct management, community mobilization, and partnerships with local corporations. Implications: These results are summarized in a model of sensemaking process, which provides new theoretical insights into the literature on sport events’ social impacts. Practical suggestions are also made in order to increase the social leveraging of sport events.
