White Paper: “Turbulengagement” in professional sport

An examination of social media operations and behaviors in the absence of the core sport product by Michael L. Naraine, Brock University Abstract While sport management professionals have embraced social media as a vehicle to stimulate engagement amongst fans, it is unknown what that engagement consists of when there is turbulence in the sport industry

White Paper: Reinventing the sport sales process with natural language processing

Spectator sport sales staffs have a key problem. Sport sales personnel are important to organization revenue generation, yet the role is highly demanding and highly overtaxing. Employees must balance the exhausting task of pre-qualifying prospects with also executing the duration of the sales process for engaged customers.

White Paper: Sport’s future leaders – Workforce development in small sport organizations

by Thomas J. Aicher, University of Colorado-Colorado Springs and Brianna L. Newland, New York University Abstract Employee readiness, along with long-term capacity to be effective, efficient, and productive in an ever-evolving industry, such as sport, is incredibly important to management. Workforce development, a proxy for career and technical education, is the policies and practices that

Industry Connection: Collaboration between academia, athletics, and architecture for a post-COVID future of sport

by Kiernan O. Gordon, Department of Business, University of New England and Scott R. Schiamberg, Perkins Eastman Abstract A group of professionals with expertise across sport architecture, design, athletic administration, and academia convened as a response to the COVID-19 global pandemic to consider resultant impacts of the pandemic on sport. The group’s formation, collaboration, and

White Paper: When They Return to Play, Will We Return to the Stands?

An Examination of Consumer Intentions to Attend Sport and Entertainment Events and Engage in Related-Travel Activities Stephen Shapiro and Todd Koesters, University of South Carolina The COVID-19 pandemic led to widespread postponement and cancellation of sporting events and other forms of entertainment.  As a result, travel and transportation related to these events have also been

White Paper: Soft Power Eroded

How Covid-19 Has Undermined Gulf Airlines’ Sports Sponsorships Nick Burton, Brock University; Simon Chadwick, Emlyon Business School; Paul Widdop, Manchester Metropolitan University Abstract This paper explores the potential impacts of the COVID-19 pandemic on soft power sports sponsorships, within the context of Gulf nations’ use of sport to practice the politics of persuasion. As a

White Paper: COVID-19 and Sport: What Are We Really Missing?

Stacy Warner, East Carolina University & Tiesha R. Martin, Radford University In the wake of the COVID-19 crisis, sport fans, athletes, and sport managers are navigating an unprecedented time. The most comparable event many of us in the United States have witnessed is likely the aftermath of the September 11th terrorist attacks in 2001. While

Industry Connection: An Insider’s Guide to Working in Sports

Delancy Bennett, Clemson University Abstract It is often stated that one of the hardest parts of working in the sports and entertainment industry is merely gaining entry to the industry. To this end, the goal of this article is to provide insight for students and scholars of the critical success factors for entering and excelling

Incentives and Unintended Consequences: Lessons from Sport

Robert Butler and David Butler, University of College Cork, Ireland Abstract This paper explores the relationship between changing incentives and unintended consequences in the context of the sports labor market and sports broadcasting. Appealing to two recently published studies, we demonstrate how the introduction of bonus points in rugby union, and intervention by broadcasting regulators

What Happens After a Coaching Change?

The Implications for NCAA DI Football and Basketball Programs by James E. Johnson, Ball State University Intercollegiate athletic human resource decisions have historically been under-researched, leaving athletic directors to make choices based on a variety of anecdotal data.  Considering such an absence, we have conducted five studies to help identify some academic and athletic outcomes