Strategic collaboration between national tourism organisations (NTOs) and national sport organisations (NSOs) was found to be an effective process for leveraging non-mega sport events. This research responded to a lack of study on leveraging non-mega sport events through NTO-NSO strategic collaboration in the context of a developing country. The overarching purpose of this study, therefore, was to examine how NTOs and NSOs engage in strategic collaboration to leverage non-mega sport events and what practices need to be implemented to enhance the outcomes of leveraging efforts. To achieve this purpose, a qualitative research design using interview and documentary empirical materials was applied in this study. Using an event leveraging framework, the research design allowed the researcher to explain a social phenomenon - leveraging non-mega sport events through strategic collaboration between the NTOs and the NSOs without predetermined hypotheses.Applying the Chalip's (2004) leveraging model, immediate and long-term leveraging means of and supporting factors and constraints to leveraging non-mega sport events were examined. Two NTOs and four NSOs agreed to participate in the research and were selected as they had direct and indirect strategic interactions among them in relation to leveraging several non-mega sport events. The design and implementation of immediate and long-term leveraging means assisted the NTOs and the NSOs to capitalise the opportunities of enhancing tourism, local business and destination and organisational image. The notable immediate leveraging means were enticing visitors' expenditure, lengthening visitors' stay, enhancing business relationship, using facilities and knowledge and using means to generate tourism. These immediate leveraging means were effective to optimise trade and revenue. Moreover, findings disclosed that two long-term leveraging means of Chalip's (2004) leveraging model were applicable to provide Bangladesh and the participating organisations a great exposure to national and international area. The NTOs and the NSOs engaged in collaborative leveraging efforts and were also found to be interested in collaboratively leveraging upcoming non-mega sport events. Formal and informal strategic collaborations were the chosen processes of designing and implementing leveraging means. Findings revealed that collaborative leveraging efforts were successful for a short time (e.g., up till the end of a sport event). A comprehensive list of supporting factors that contributed to the effectiveness of leveraging non-mega sport events was identified. Relation-specific assets, knowledge sharing routines, capability convergence and resource sharing, and effective governance of leveraging supported NTOs-NSOs' non-mega sport events leveraging efforts. These factors are found to play a positive role in the successful design and implementation of collaborative leveraging efforts. Findings highlighted concerns for durable collaborative leveraging efforts. Short-term nature and quality issue of resources, inequality issue, internal environment and a lack of enablers hindered the continuation of collaborative leveraging efforts and were identified as constraints to future collaborative leveraging efforts between the NTOs and the NSOs. The identification of supporting factors and constraints extends Chalip's (2004) leveraging model. Recommendations for further study included the investigation of non-mega sport events leveraging efforts of other NSOs with NTOs in other developing nations in order to verify the applicability of the findings of this thesis. Future study could also develop a holistic model of collaborative leveraging efforts by incorporating stakeholders other than NTOs and NSOs.