Organizational theory increasingly supports decision-making processes in physical activity contexts. Among others, it has been suggested as an appropriate frame of reference for discussing human resource development of both staff and clients in sport and recreation organizations [1]. Since the career development process in Disability sports often occurs within short periods of time [2,3], and is mostly associated with a medical and social rehabilitation process, stress situations are expected to threaten performance and adherence of athletes with a disability more than in able-bodied athletes [4].

An organizational model is proposed for consideration of personal and environmental factors pertaining to participation and career development in disability sport. The main aspects discussed in this model are (a) transition phases (initiation, competition & retirement) [3]; (b) mediating factors [4]; (c) states of stress [5]; (d) coping strategies [6] and (e) organizational planning [1]. The model postulates that lacking individual competencies and environmental supports, particularly under highly competitive climates may enhance stress situations which, in turn could cause early burnout and dropping out from sport careers. Based on the proposed model, a series of retrospective case reports indicating premature dropout are described, through which the organizational contexts are explored.

A general trend of ignoring athlete’s long term career planning appears to be detrimental to coping with acute stress during the career. SWOT and Gap analysis tools are demonstrated for defining conflicts throughout athletes careers as a basis for launching organizational actions that may benefit athlete’s career development and increase their adherence.