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Craig Hyatt

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Elizabeth A. Taylor and Amanda Paule-Koba

studies that have examined sexual violence, this study was not free of limitations, which encourages future research in this area. First, we utilized qualitative methods and interviewed 21 individuals. While a majority of these individuals did incorporate these topics into the courses, we may have gotten

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Jaime R. DeLuca and Jessica Braunstein-Minkove

Experiential learning has become a driving force of universities around the world, and is a crucial part of many sport management programs. This is particularly true given the competitive nature of the field and the rapid changes the industry continuously faces. This work seeks to reexamine the sport management curricula to ensure a progression and evolution toward a superior level of student preparedness for their internship experiences. Through the use of both quantitative and qualitative methods, our major findings recommend a focus on academic, experiential, and professional development. Theoretical and practical implications are discussed along with limitations and directions for further investigation.

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Sue Colyer

This study of organizational culture in selected sport associations in Western Australia introduced a quantitative methodology to explore organizational culture to show its usefulness to complement the more qualitative methods traditionally applied to the study of organizational culture. The study used the competing values approach to develop cultural profiles for three sport organizations, which were compared with the sport association members' anecdotal, subjective views of their respective organizations. While the findings reveal evidence of the tensions between volunteers and employees that suggest the existence of subcultures, this study just touches the tip of the organizational culture “iceberg” in sport management. The conclusions indicate some benefits of using the competing values model in conjunction with more qualitative methods to probe sport organizational culture.

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Molly Hayes Sauder, Michael Mudrick and Jaime R. DeLuca

occupational segregation” ( Riegle-Crumb et al., 2016 , p. 437) that currently exists in the sport management context. Methods Utilizing qualitative methods, with the specific intent of illustrating how individuals internalize and expound upon their experiences and surroundings ( Merriam, 2009 ), this research

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Megan B. Shreffler, Samuel H. Schmidt and James Weiner

data collected when compared with the single coder for this study. Phase 2 Research design A qualitative method was used in the second phase of the study to answer RQ2 and RQ3. This method was deemed appropriate because qualitative research allows for “exploring and understanding the meaning

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Adam Cohen and Calvin Nite

). Specifically, these exploratory qualitative methods aimed to allow students to critically assess the effectiveness of the classroom setting in a reflective manner throughout an entire semester ( Creswell, 2012 ; Lincoln & Guba, 1985 ). All 26 students (11 females and 15 males; age ranging from 23 to 30 years

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Pirkko Markula and Lorraine A. Friend

There are many qualitative methods that, from different theoretical frameworks, can be used to map individuals’ everyday experiences in the sport industry. In this article we introduce one such method, memory-work, which involves participants writing specific texts about recalled experiences that are then analyzed in a collective research group. In order to discuss how sport management researchers can benefit from this methodology, this article explains the paradigmatic framework and the process of conducting memory-work. It concludes by assessing benefits of this interpretive methodology for sport management research.

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Kathy Babiak

Interorganizational relationships have become increasingly important for sport organizations. The purpose of this study was to explore the determinants and conditions of partnership formation in a group of collaborating nonprofit, public, and private organizations. A conceptual framework that includes the determinants of legitimacy, stability, necessity, asymmetry, reciprocity, and efficiency were used. Conditions including interdependence and presence of an interpersonal network were also explored. This research employed qualitative methods to examine partners’ reasons for developing interorganizational relationships in a sport context. For the collaborating organizations, the determinants of legitimacy, stability, reciprocity, and efficiency prevailed as important motives for relationship formation. These findings help to refine and apply contemporary theory to sport management and can be used to help manage interorganizational relationships.

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Lesley Ferkins and David Shilbury

To learn more about the governance of sport organizations, this study explored what meaning board members of national sport organizations (NSOs) attach to the concept of “strategic capability”. In so doing, the inquiry also identified factors considered to constrain or enable board strategic function. This paper draws on a body of knowledge developed over 38 years on board strategic function, primarily from the commercial setting but also from the emerging body of work in the nonprofit and sport governance setting. Located within the interpretive research paradigm this study engaged a range of different qualitative methods including cognitive mapping and visual imagery. Working across two NSOs in New Zealand, four elements were generated that served as reference points in mapping out the meaning of a strategically able board. These were categorized as the need to have capable people, a frame of reference, facilitative board processes, and facilitative regional relationships.