This study systematically examined the extent of environmental sustainability (ES) research within the sport-related journal sample of academic literature to identify areas of under-emphasis and recommend directions for future research. The data collection and analysis followed a content analysis framework. The investigation involved a total of 21 sport-related academic journals that included 4,639 peer-reviewed articles published from 1987 to 2008. Findings indicated a paucity of sport-ES research articles (n = 17) during this time period. Further analysis compared the sport-ES studies within the sample to research in the broader management literature. A research agenda is suggested to advance sport-ES beyond the infancy stage.
Cheryl Mallen, Julie Stevens and Lorne J. Adams
Carrie W. LeCrom, Brendan Dwyer and Gregory Greenhalgh
program with small sample sizes, and the majority of the work has been qualitative in nature. Most have reported positive results, similar to results in other fields. Cunningham, Bopp, and Sagas ( 2010 ) noted that friendships and relationships with more diverse groups of individuals result from these
Christopher R. Barnhill, W. Andrew Czekanski and Adam G. Pfleegor
sample of students in this research. Specifically, students enrolling in sport management programs may be doing so to obtain specific knowledge or to acquire the skills necessary for a desired area of employment. Choosing Sport Management Within a sport-specific setting, several studies have examined
Meg G. Hancock and T. Christopher Greenwell
Higher education administrators have called on faculty to strategize ways in which to fill classroom seats, as well as recruit and retain diverse students. Understanding current student populations should be of increasing importance to sport management faculty as new programs are established at colleges and universities each year. A sample of 330 sport management students from introductory sport management courses at six different schools was surveyed to identify factors influencing their selection of a sport management major. Results indicate students select the sport management major because they have an interest in sport and working in the sport industry. Program quality and program convenience were also important selection factors. Women had lower salary perceptions and minority students had lower perceptions across most selection factors. Understanding these factors can help programs tailor their marketing and recruiting efforts in an effort to develop a more diverse classroom and workforce.
Nels Popp, Erianne A. Weight, Brendan Dwyer, Alan L. Morse and Amy Baker
This study examined satisfaction levels with graduate sport management programs in the United States. A 26-item graduate degree program satisfaction instrument was developed and administered electronically to a sample of current students and alumni from seven sport management master’s degree programs yielding a 54.31% response rate (N = 302). Respondents generally indicated high levels of satisfaction with their decision to pursue a graduate sport management degree, but were significantly less satisfied with the specific school they attended. Respondents indicated the most beneficial courses included current topics, sport and society, sport marketing, and sport ethics, whereas the least beneficial courses included statistics, international sport, and research methods. Students who earned their undergraduate degree in business were consistently less satisfied with how well their graduate program taught them various sport management skills compared with students with undergraduate degrees in sport management, sport-related studies, or other majors.
Robert P. Mathner and Christina L.L. Martin
The study sought to examine the accuracy of sport management students’ perceptions of career expectations when compared with perceptions of sport management practitioners. A secondary purpose of the study was to analyze differences in such perceptions over a thirteen year period, comparing only graduate students’ and practitioners’ perceptions. The sample (N = 544) was inclusive of sport management graduate and undergraduate students and sport management industry practitioners. Two stages were used to gather data (1996 and 2010 data collection periods), thus slightly different collection procedures were used. Overall results indicate that significant differences existed between the students’ and practitioners’ perspectives regarding multiple areas: salary expectations, time until first sport management job, time before advancement opportunities, and others. Implications from this study will allow sport management advisors, faculty, and students to have a reference for current industry career trends. With this, students can be better informed and equipped to make career decisions.
Jason W. Lee, Ryan K. Zapalac, Elizabeth A. Gregg and Courtney Godfrey
Rivalries are a powerful promotional tool that can help drive identification with a brand, attendance at sports events, and subsequent consumer spending. While rivalries often benefit the participating athletic departments directly, there are other peripheral benefits that institutions can take advantage of. For instance, campus recreation departments can use the rivalry to help boost participation and provide additional psychic income benefits. This case focuses on two NCAA Football Championship Subdivision rivals and the ways in which the branding of their annual football contest, the Battle of the Piney Woods, can be best leveraged by other programs in the university, namely campus recreation. A sample scenario of a relatively new recreational sports employee is provided along with promotional elements and background for the universities and the Battle of the Piney Woods event. The reader is challenged to devise strategies that can best tie the Battle of the Piney Woods rivalry to the promotion of recreational sports offerings. The goal of such an exercise is to have one examine how large inter-institutional rivalries can also benefit other sport organizations that are within the university but are not necessarily just in the athletic department.
Jeffrey Graham and Sylvia Trendafilova
This case challenges future sport managers to consider the importance of organizational structure and the impact structure has on job performance and motivation. In the case, students are presented with a university ticket sales department with a traditionally tall bureaucratic organizational structure. In 2014, the department struggled with poor performance, high turnover, and low levels of employee morale. However, the department took drastic steps and adopted an organizational structure that is based on the idea of self-managed teams. Now in 2016 the department is undergoing a thorough evaluation to see whether the organizational change made two years ago has had a positive impact. Even though the case uses a fictional university (i.e., Western Field University), the issues and challenges involved in changing an organizational structure, motivating employees, and leading change stem from real-world situations. The case contains ticket sales data, employee turnover information, and sample quotes from employees that aid in the analysis. This case is intended for use in human resource management classes, but it also has implications for organizational behavior or leadership courses.
Megan B. Shreffler, Adam R. Cocco and Jacob R. Shreffler
course content knowledge exam used in the pretest. Procedures and Sample Five sport management classes at a large Midwestern university were used to address the purpose of the study. These classes were chosen because they were offered both online and in the traditional classroom format during fall 2017
Sarah Stokowski, Bo Li, Benjamin D. Goss, Shelby Hutchens and Megan Turk
per se, fewer studies correlate motivation and satisfaction ( Hall, 2003 ), specifically in the realm of sport management faculty. Sample sources of retention data on faculty members exist, and they indicate that higher education on average is trending toward greater utilization of nontenure track