Although sport has evidenced phenomenal growth throughout this century, the directions of sport's growth have been widely criticized. The growth and resulting criticisms challenge sport managers and sport management researchers to reexamine their methods and their assumptions. Articles in this special issue explore the redesign of sport systems and the tasks of redressing inequities in sport service delivery. They raise significant issues about the role of knowledge in the empowerment of managers and clients. The articles suggest the value of incorporating both qualitative and quantitative methods in action research, and challenge traditional distinctions between “applied” and “basic” research. They demonstrate the merit of case-based research, and illustrate the utility of collaborations between researchers and the persons they study. The study of social change in sport promises to provide a useful context for the elaboration of theories and models about the management of sport.
Laurence Chalip is with the Faculty of Business and Hotel Management at Griffith University, Gold Coast Campus, Queensland 4217 Australia.