Jeffrey Cisyk and Pascal Courty
Although stadium giveaways are the most common type of promotion used in Major League Baseball to increase demand, most teams supply fewer giveaway items than there are tickets sold. This study argues that giveaway availability is a major component of teams’ promotion strategies and has been largely overlooked in the literature. The authors document the choice of giveaway availability across all Major League Baseball teams over an 8-year period and demonstrate that attendance increases with giveaway availability up to the point where there are enough giveaway items to serve 40% of a stadium’s capacity. Roughly two thirds of teams set giveaway availability in a fashion that is consistent with the standard price discrimination rationale for promotions found in the economic and marketing literatures. The remaining teams exhibit levels of high availability, indicating an additional investment into fan lifetime value, which is corroborated by these teams’ unique fan relationships.
Takashi Shimazaki, Hiroaki Taniguchi, and Masao Kikkawa
A coach’s nonverbal communication (NC) plays a central role in the construction of the coach–athlete relationship. Moreover, perceived NC and its effect on communication ability and coaching evaluation may differ according to the athletes’ demographics. This study explored the impact of perceived NC on coaching evaluation and overall communication among different genders and age groups. The study recruited 233 athletes from five high schools and seven university teams in Japan. The coaches’ NC, communication ability, and coaching evaluations were assessed. Negative and positive NC directly influenced coaching evaluation in female athletes. Specifically, negative NC directly impacted coaching evaluation in high school athletes, whereas positive NC directly influenced coaching evaluation in university athletes. Positive NC consistently influenced communication ability regardless of demographics. The findings promote talent development and team management in the coaching context.
Brian M. Mills
This paper outlines the centrality of market structures in positioning Sport Management and in driving the institutional boundaries that guide most research in the field. I synthesize past work related to competition policy to center an approach to developing an impactful Sport Management literature, broadly speaking. Beginning with a description of industrial organizational lessons for Sport Management research, I exhibit how this frame provides additional scholarly substance to the trajectory of Sport Management as a discipline at the nexus of management, policy, and sport. Although this disciplinary framing is necessarily grounded in the economic structure of sport, and lessons from the Sports Economics literature, I do not argue for a supremacy or exclusivity of economics research. Rather, I propose that framing the discipline in the context of policy and market power allows for a more legitimized and inclusive area of social science that does not sacrifice its managerial roots.
Changwook Kim, Jinwon Kim, and Seongsoo Jang
How to enhance community resilience to natural disasters is a major question for researchers and policymakers. Although researchers agree that sport generates community benefits, few scholarly efforts in sport management have been invested in understanding the sport–resilience association. This paper attempted to address whether and how sport clusters—the clustering of sport industries—are associated with community resilience across locations. To achieve this, geographically weighted regression and visualization techniques were applied to macro-level data regarding community resilience and the clustering of 13 separate sport industries across 3,108 counties in the contiguous United States. The results indicate that, overall, the clustering of eight sport industries was significantly associated with community resilience and demonstrates the existence of spatially heterogeneous associations in magnitudes and signs of community resilience in sport clusters. The findings of this paper have the potential to help community sport scholars and policymakers implement location-specific resilience policies through sport industry development.
Carter A. Rockhill, Jonathan E. Howe, and Kwame J.A. Agyemang
The lack of racial diversity, equity, and inclusion in leadership positions is an ongoing issue in intercollegiate athletics. The purpose of this study was to analyze the mission, vision, and diversity, equity, and inclusion statements of Power 5 athletic departments and their affiliated universities regarding racial diversity and inclusion to better understand how these two stakeholders work in unison or isolation when creating racially diverse environments. The authors utilized an innovative lens, which merges critical race theory with institutional theory to center race and racism while evaluating how these institutional logics interact in practice. The data show that Power 5 institutions maintain a lack of racial diversity through cultures and mission statements that omit diverse values, create symbolic statements, or lack meaning in creating a diverse reality.
Florian Hemme, Dominic G. Morais, Matthew T. Bowers, and Janice S. Todd
This study examined the planning, design, and implementation of a culture change program in a major North American public sport organization. Using interview data from 67 participants, the authors offer a rare, in-depth account of organizational culture change and discuss in particular how the change agent in charge of the initiative was able to manage employee concerns and resistance. At the heart of this successful transformation was a careful and intentional willingness of the change agent to consistently revisit, reinforce and recommunicate culture change along with all its facets and to connect all steps of the process to the ritualistic expression of the organization’s identity. This research offers a counter-perspective to technocratic imaginations of organizational culture change as neatly programmed, stepwise activity. Instead, the authors highlight the importance of attending to the continuous, local, and heterogeneous reframing activities underpinning organizational change efforts.