Research question The objective of this thesis is to analyze factors affecting collaboration outcomes such as organizational learning of Joint Hosting Alliances (JHAs). The first question asks what the drivers and motives of JHAs are (formation phase). The second question investigates the event delivery model that manages JHAs (management phase). The final third and fourth research questions examine the organizational learning outcomes and the factors affecting these outcomes (outcomes phase). Research methods This study analyses the collaboration of multiple hosts in co-hosting sporting events which has been a recent one-off monosport event hosting trend in the last 20 years. We will refer to their partnerships as Joint Hosting Alliances (JHAs) as we rely on strategic alliance, Interorganizational relationships (IOR) and interorganizational learning theoretical frameworks (Babiak & Willem, 2017; Byun et al., 2019; Malo & Elkouzi, 2001). The research employs a single case study of the International Basketball Federation (FIBA)’s Eurobasket Women 2021 event co-hosted by Spain and France. The data were collected from two sources: semi-structured interviews (n=12) and event governance documents (i.e. bid regulations, workshop meetings minutes). The data analysis included a mix of deductive and inductive coding approaches through MAXQDA software. We also performed analysis of the frequency of ties to measure the intensity of collaboration. Results and findings We learned that inter- and extra-organizational learning are not the areas that are financed and therefore controlled by either JHA members or event owners which explains the lack of strategic planning for such organizational learning outcomes. Future studies should focus on understanding the role of the public sector in being involved in planning and managing such organizational learning outcomes as they turned out to be incremental in supporting such outcomes. Practitioners will also benefit from this study’s findings: a) event organizers should focus on building the match based on alliance formation and the national factor recommendations that could facilitate learning opportunities; b) event owners should be more aware of how their formalization tools affect the frequency and quality of interactions that can be conducive to learning. Management Implications To conclude, this work was a small and modest contribution to understanding how sporting events can be harnessed for international dialogue, understanding, and peace. The main takeaway message of this research lies in highlighting that JHAs are not necessarily strategic partnerships, but rather transactional. Due to the high event velocity and differences in legal, administrative, and financial background, this study proved that such events could not be platforms of intense collaboration that can lead to specific strategic social legacy outcomes or planned interorganizational and extraorganizational learning outcomes. Although social impacts, unfortunately, remain an area that is not yet regarded as important in such alliances, the contribution of this study is that we identified the start. References Babiak, K., & Willem, A. (2017). Interorganizational Relationships in Sport: From Theory to Practice. In R. Hoye & M. M. Parent (Eds.), The SAGE Handbook of Sport Management. Sage. https://doi.org/10.4135/9781473957961 Byun, J., Leopkey, B., & Ellis, D. (2019). Understanding joint bids for international large-scale sport events as strategic alliances. Sport, Business and Management: An International Journal, 10(1), 39–57. https://doi.org/10.1108/SBM-09-2018-0074 Malo, M.-C., & Elkouzi, N. (2001). Alliance stratégique et apprentissage: Collectif des entreprises d’insertion du Québec et Comité économie sociale inter-CDÉC. Nouvelles pratiques sociales, 14(2), 157–172. https://doi.org/10.7202/009080ar