Global sports governance: three decades of gender equality, diversity and inclusion policies and strategies in the Olympic movement

Purpose This study analyses the evolution of the International Olympic Committee’s (IOC) gender equality, diversity and inclusion (GEDI) strategies. Specifically, it examines the disparity between formal policies and substantive implementation across the Olympic Movement. It argues that, although achieving historic milestones (e.g. athlete parity), the IOC’s approach is characterised by nested newness, with equality measures incorporated into existing institutional structures without real transformation. Design/methodology/approach Employing qualitative document analysis, the study reviews the IOC’s GEDI strategies from the 1990s to 2024, using the theoretical framework of feminist institutionalism and Bacchi’s “What’s the Problem Represented to be?” (WPR) approach. The evolution is examined in three phases, maintaining a critical focus on implementation issues. Findings The analysis reveals a persistent gap between formal policy changes and substantive institutional transformation. Namely, the IOC’s reliance on quantitative targets and soft governance mechanisms is not sufficient to disrupt deeply embedded masculine norms, leading to a lack of progress in leadership, coaching and resource allocation. Ultimately, the analysis points to participation parity as just symbolic co-optation. Practical implications Policymakers and stakeholders in transnational sports governance can leverage these insights to enhance GEDI, thereby addressing existing gaps and fostering sustainable progress. Originality/value This study provides a novel critical analysis of the IOC’s gender equality projects through an integrated theoretical lens. By applying feminist institutionalism and WPR concepts, it offers new insights into why implementation issues persist despite 3 decades of policy innovation, thereby contributing to critical policy analysis in transnational sports governance.