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What makes an effective university instructor? Are there transferable practices and strategies that relate to success in the classroom? The recipient of the 2022 North American Society for Sport Management Distinguished Sport Management Educator Award reflects on his 38-year career and concludes that teaching has been his most rewarding activity. Like him, colleagues typically have little preparation for the role, so they often rely on exceptional role models and influential mentors. He reflects on the impact that significant role models and mentors had on his development and teaching practices. He shares insights, experiences, and teaching strategies that sport management colleagues may wish to adopt to heighten their efficacy and impact with their students.

This article identifies an innovative solution to improve global sport management learning. Building on continued calls to include both experiential and international sport business curricula in the sport management classroom, this article shows how institutions from different countries can collaborate virtually to provide students with practical international perspectives through an applied sport globalization project. Findings from 30 American and 13 German student reflections were analyzed to reveal the project- and course-related outcomes through this collaborative class project between Ohio University (United States) and the University of Bayreuth (Germany). Students not only identified both soft skills and an appreciation of international sport business endeavors but also noted challenges like the logistics of communicating with groupmates abroad and the challenges within the assignment itself as they considered sport consumption abroad. Beyond the learning outcomes within the course, this article also explores program-level outcomes for the involved institutions and their sport management programs.

The emergence of diversity, equity, and inclusion (DEI) professionals (i.e., staff with DEI-specific responsibilities) is a fairly recent phenomenon, and research to date has rarely examined the experiences of these DEI administrators despite the fact they are often solely charged with driving DEI within and beyond their department. Utilizing Ahmed’s diversity work framework, this study draws from semistructured interviews with 23 athletic administrators to identify barriers to efforts for driving DEI action in the context of intercollegiate athletics. Five higher-order themes were identified in the data, representing barriers to effective DEI work: (a) structural barriers, (b) cultural barriers, (c) conceptual barriers, (d) emotional barriers, and (e) social/relational barriers. Findings indicate that DEI athletics professionals perceive barriers on multiple levels, from personal levels (emotional and social/relational barriers) to those of a systemic nature (structural, cultural, and conceptual barriers). Limitations, directions for future research, and implications for praxis are discussed.

High school athletics represents a major segment of the sport industry and is regarded as an important component in youth development in the United States. With the rise of the COVID-19 pandemic, challenges emerged that forced athletic directors to provide essential information to key stakeholders, keep people safe, and identify new ways to bring events to fans. To further understand these experiences, this commentary aimed to evaluate the use of communication and technology by high school athletic directors to address challenges, develop new strategies, adapt to day-to-day changes, and manage the long-term impacts of COVID-19 on interscholastic athletics. Through in-depth interviews with athletic directors, responses demonstrated how enhanced communication with key stakeholders (i.e., athletic programs and fellow athletic directors) and a reliance on technologies (i.e., digital ticketing and online live streaming) helped these leaders successfully navigate the pandemic and develop new strategies that will persist into the future.

This study examines the governance of post-Olympic Games legacy organizations. A cross-case comparative analysis was completed by focusing on post-Games legacy organizations from three Winter Olympics (Salt Lake City 2002, Vancouver 2010, and PyeongChang 2018). Drawing on a governance framework, this research investigates the politics (stakeholder relationships), polity (institutional structures), and policy (the policy content and instruments) dimensions of governance, and explores modes of governance that facilitate collective action taken by these organizations. Data for this study included archival materials and semistructured interviews with key representatives from the relevant organizations. Three different post-Games legacy organization governance modes (public–private, interactive, and self-governance) were identified, and a conceptual model of the governance of post-Games legacy organizations is proposed. The findings have theoretical and practical implications that expand our understanding of the governance of Olympic legacy.

Information sourcing in sports journalism changes with the process of news curation on the internet. In particular, social media is an important source for sports reporters, as athletes and organizations post content on a regular basis. Although how sports journalists use social media in their daily work routines has already been investigated, there is little knowledge on how social media is used as a source in sports reporting. However, with regard to a possible copy-and-paste trend and an impeding loss of relevance of journalistic content, results pertaining to the use of social media as a source would be helpful to evaluate journalistic output. By conducting a quantitative content analysis of 3,150 online articles of three German sports news providers, this author investigated the number and patterns of social media sources in journalistic articles. The results reveal, inter alia, that social media is crucial for human interest stories on athletes.

This case study analyzes the crisis response strategies used by the National Football League (NFL) in its external communications to address the concussion crisis spanning 2015–2020. The analysis focuses on describing the crisis communication strategies and tactics used by the league. Situational crisis communication theory provides the theoretical framework for analyzing the NFL’s crisis response strategies. A qualitative thematic analysis was conducted of 25 publications published by the NFL on nflcommunications.com, with findings indicating that the NFL focused on the primary crisis strategies of rebuilding and diminishing while employing tactics such as organizational change and shared responsibility. The findings revealed in this case study also highlight a discrepancy between the theoretical ground of situational crisis communication theory and the application of crisis response strategies in a real-life organizational crisis facing a professional sports league.

Event portfolios are a useful way for destination managers to holistically manage their community’s collection of events and, through strategic integration and common objectives, more effectively produce benefits. However, regular sport events such as those played by professional sport teams in a sport league have received little attention from event portfolio managers and researchers. Understanding the value and utility of sport team event assets can inform the successful integration of these events into event portfolios. This research used qualitative methods to examine how team asset components can contribute to achieving event portfolio objectives. The results have significance for event tourism researchers and practitioners and demonstrate that contributions are largely founded on the focal professional sport league structure, which provides constant content and regular communications with key target markets. Analysis of the findings led to the development of a model on the utility of including team events in an event portfolio.