Emily Dane-Staples and Stephen Gonzalez
Sport managers are required to handle times of uncertainty by managing their employees effectively and working to ensure that the objectives of the organization can be maintained. This case follows the fictional Harrison Hornets AA baseball team through the COVID-19 pandemic and how their chief executive officer/chief operating officer, Rachel Chambers, manages the front office employees. The employer/employee interactions in this case demonstrate the challenges faced by managers attempting to balance things they can and cannot control. In working through the case, students become aware of consequences stemming from specific choices, the struggles managers face when dealing with varying personalities, and issues of inequality that arise when working with diverse stakeholders. The broadness of the narrative provides instructor latitude on implementation for a variety of courses and modes of student participation. The teaching notes provide multiple options to expand beyond the case itself, including research and information literacy tasks that can develop student skills.
Suzannah Armentrout, Jen Zdroik, and Julia Dutove
The COVID-19 pandemic changed not only the way professional sports were played in 2020, but also changed the way sport-related organizations had to operate. An example of this is a fictional sports app, FanStand, that primarily offered opportunities for sports teams to engage fans through team information, in-game trivia and contests, services at games, and the purchasing of tickets and merchandise. The primary use of the app was inside arenas and stadiums, meaning that when COVID-19 stopped all play, the app was not used. Even as professional sport returned to play, fans were not attending in-person games and were not using the app. The purpose of this case study is to consider how apps like FanStand can generate revenue during the COVID-19 outbreak and beyond, using strategic and operational planning, as well as stakeholder theory, to account for various groups and individuals who are impacted by the decisions FanStand makes during this time.
Ryan Snelgrove and Laura Wood
Victoria Kabetu, Ryan Snelgrove, Kimberly J. Lopez, and Daniel Wigfield
Steve Kroger, president and COO of Hockey Canada, is contemplating how to attract and retain more young people who are Black, Indigenous, and People of Color in minor hockey (ages 4–18 years). Hockey Canada the governing association for amateur hockey in the country has created programs that make the sport accessible for more people to try, yet Steve recognizes there is still a lot of work that needs to be done to increase participation rates among Black, Indigenous, and People of Color athletes. Drawing on a policy paper for anti-racism in Canadian hockey, Steve tasks his team with developing strategies aimed at making the sport more inclusive and boosting participation.
David Pierce, Geoffre Sherman, Kyle Mechelin, and Bryan Kryder
Youth sports is facing a crisis that threatens the ecosystem of youth sports. Innovation—the ability to generate and execute new ideas—is needed to stem the negative tide of a declining and aging officiating pool and improve the recruitment and retention of sports officials. Without creative problem solving and innovation by many different stakeholders in youth sports, the benefits that children receive from participating in sports are threatened by the lack of qualified officials to referee competitive games and matches. This case pushes students well past the news headlines of angry parents yelling at officials and deep into several problem spaces that emerge from the application of design thinking. Students are introduced to design thinking and prompted to innovate solutions to problems framed using the design thinking process. Students can select a preidentified problem space, then work through an ideation session facilitated by the instructor.
Kerri Bodin, Georgia Teare, Jordan T. Bakhsh, and Marijke Taks
Youth sport participation preferences are evolving and shifting toward unorganized, nontraditional types of sport participation. This trend has left more traditional sports with decreasing participation numbers. Baseball Canada noticed a similar trend and therefore implemented an innovative approach to increase interest and participation in baseball. This case study follows Alex, the Manager of Sport Development at Baseball Canada, as they develop and evaluate Baseball5™, an innovative street version of the traditional sport of baseball. This alternative form of baseball needs to be tested and evaluated in five pilot programs throughout Canada. Alex collects survey, interview, and focus group data following each of the pilot programs to determine whether the approach is viable for increasing interest in baseball long term. After reading the case, students are tasked with analyzing the collected data and designing the Baseball5™ program for long-term implementation. The case is ideal for upper year undergraduate students who have the skills and knowledge necessary to execute program evaluations and build holistic program implementation plans, and for undergraduate courses in research methods or data analysis.
Emily K. Romano, Kyle A. Rich, and Dennis Quesnel
In this case study, learners are introduced to Sloane, a diversity and inclusion officer who is working to create more inclusive sport and recreation opportunities in her community. A national-level sport event will be hosted in her community and provides an opportunity to elevate and accelerate the work she is already doing with sport and recreation organizations. Learners will develop an understanding of two key themes: LGBTQ2+ inclusion and event leveraging. Working through the case will require learners to think critically about sexuality and gender identity in the context of sport participation and organizations. Furthermore, learners will have the opportunity to think creatively about how they can support innovation in organizational cultures and practices with a view to fostering more inclusive, welcoming, and safe sport organizations.
Nathan Baer, Claire C. Zvosec, Brent D. Oja, and Minjung Kim
Ben Davis has recently been hired to take over as the president of business operations for Major League Baseball’s newest expansion club, the Nashville Comets. He is faced with a challenging task: filling out the rest of his senior management staff. Ben knows he needs to meet certain initiatives set by the ownership group. Of these, the most important is that the ownership team wants to build an organization that will set itself apart in the crowded Nashville entertainment market, allowing it to flourish in the long term. While consulting with some of his industry colleagues, Ben has honed in on innovation, job crafting, and meaningful work as a means of doing so. Ben is seeking to develop an organization that inspires innovation in its employees, maximizing his staff as a resource for change. Using concepts like meaningful work and job crafting, students will be tasked with assisting Ben in fleshing out the Comets’ front office in a way that fosters creativity and innovation among their employees, contributing to the success of the organization.