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Milena M. Parent, Michael L. Naraine and Russell Hoye

Significant changes have occurred in the sport system landscape since Slack and his colleagues (e.g., Kikulis, Slack, & Hinings, 1992 ; Slack & Hinings, 1992 , 1994 ; Thibault, Slack, & Hinings, 1991 , 1992 ) examined the governance and management of Canadian national sport organizations (NSOs

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Gareth J. Jones, Katie Misener, Per G. Svensson, Elizabeth Taylor and Moonsup Hyun

Interorganizational relationships (IORs) have been highlighted as a useful strategy for nonprofit youth sport organizations to acquire resources and improve organizational effectiveness ( Babiak, Thibault, & Willem, 2018 ; Casey, Payne, & Eime, 2009 ; Cousens & Barnes, 2009 ). Both conceptual and

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Brian P. Soebbing and Marvin Washington

If the team changes the coach, does the team’s performance change? From the literature on leadership succession and organizational performance, three perspectives have emerged that seek to answer this question: common sense, vicious cycle, and ritual scapegoat. We extend these leadership perspectives by drawing on organizational theory to explain leadership succession and organizational performance in National Collegiate Athletic Association Division Football Bowl Subdivision football. We develop a model and use the Arellano and Bond (1991) linear dynamic panel data estimator to examine this relationship from the 1950–1951 season to the 2008–2009 season. Our results show that organizational performance decreases initially following a leadership change. However, as a coach’s tenure increases at the university, organizational performance improves. This offers some support for vicious cycle theory and suggests that sport managers should do a better job of managing performance expectations following a coaching change as our results show that coaching changes lead to a drop in performance.

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Patrick Ward, Johann Windt and Thomas Kempton

Sport science, the application of scientific principles to inform practice, 1 has become increasingly common as professional sporting organizations seek to gain a performance advantage. These organizations increasingly employ sport scientists from varying backgrounds including physiology, strength

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Khirey B. Walker, Chad S. Seifried and Brian P. Soebbing

Most studies on social-control agents have examined the relationship between informal and formal agents (e.g., Hollinger & Clark, 2005 ; Martin, Wright, & Steiner, 2016 ), but little attention has been given to social-control agents as a central feature of organizational misconduct ( Greve

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Brody J. Ruihley, Jason Simmons, Andrew C. Billings and Rich Calabrese

, as well as the organizational communication from fantasy hosts, this research was able to gather insight into public and organizational reaction in a time of crisis. With that, the purpose of this case study was to explore organizational communication strategy and stakeholder response surrounding the

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Ole Winthereik Mathorne, Kristoffer Henriksen and Natalia Stambulova

In Denmark, sport management and talent development rely on the collaboration between talent-development stakeholders and organizations in an athletic-talent-development environment. Guided by the holistic ecological approach (HEA) in talent development ( Henriksen & Stambulova, 2017 ; Henriksen

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Laura J. Burton, Jon Welty Peachey and Janelle E. Wells

). Organizational climates that foster unethical behavior among leaders, administrators, and coaches seem to be more the norm than the exception in sport organizations. In light of these recent ethical scandals and many others, educators, scholars, and officials both within and outside of sport management have

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Lauren C. Hindman and Nefertiti A. Walker

workplaces dominated by men, where 62% of women say sexual harassment is a problem in their industry and more than one third report that their gender makes it more difficult to succeed at work ( Parker, 2018 ; Parker & Funk, 2017 ). With such numbers reported across all types of organizations, what might

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Fernando Borges

In recent years, comparisons between soccer clubs and multinational companies have been frequent. The workforce of the organization is recruited in an international labor market of players, coaches, and staff, while many sport-equipment companies and sponsors are multinational. Some sport clubs