main reason for my entry into the profession of physical education. At that time, I did not realize that that training would take me around the world and would enable me to be a founding member of the field of sport management. I made several friends while at the YMCA College of Physical Education. A
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Brian M. Mills
is not simply a contextual setting for research, but a necessary condition of sport competition that is explicitly regulated against in other industries ( Burgers, Cromartie, & Davis, 1998 ), presenting governance and management challenges in the sport space ( Szymanski & Ross, 2007 ). While this has
Chen Chen and Daniel S. Mason
In the 1960s, sport management emerged as an academic discipline in the United States, with an emphasis on the administration of the collegiate and professional sport industries ( Parks & Olafson, 1987 ; Pitts, 2001 ). In subsequent decades, largely spearheaded by researchers based in developed
Nicholas M. Watanabe, Stephen Shapiro, and Joris Drayer
personnel management. In much the same way that data have altered how sport organizations run their operations on the field/court/ice, they have also changed how organizations run the business behind the game. For example, Ticketmaster launched LiveAnalytics in 2011 with the aim of helping organizations in
Allyson C. Hartzell and Marlene A. Dixon
sales profits, a larger customer base, and greater relative earnings. Organizations with a critical mass of at least 30% of women in top management have been shown to have significantly better performance than those with no women in top management in regard to various criteria ( Catalyst, 2013
Robyn Lubisco, Genevieve F.E. Birren, and Ryan Vooris
Do full-time sport management job postings ask for practical experience as a requisite for employment? Is practical experience required in the majority of full-time faculty positions in sport management/administration? These were questions raised by a conversation on the North American Society for
Andrew Cruickshank, Dave Collins, and Sue Minten
Stimulated by growing interest in the organizational and performance leadership components of Olympic success, sport psychology researchers have identified performance director–led culture change as a process of particular theoretical and applied significance. To build on initial work in this area and develop practically meaningful understanding, a pragmatic research philosophy and grounded theory methodology were engaged to uncover culture change best practice from the perspective of newly appointed performance directors. Delivered in complex and contested settings, results revealed that the optimal change process consisted of an initial evaluation, planning, and impact phase adjoined to the immediate and enduring management of a multidirectional perception- and power-based social system. As the first inquiry of its kind, these findings provide a foundation for the continued theoretical development of culture change in Olympic sport performance teams and a first model on which applied practice can be based.
Mitchell McSweeney, Georgia Teare, and Helen Liu
With the sport industry becoming more globalized given its economic, social, cultural, and political significance across and within nations, regions, cities, and communities, sport management has, at the same time, become more international ( Thibault, 2009 ). Given such growth of both the sport
Brenda G. Pitts, Deborah R. Shapiro, Cindy K. Piletic, and Jennifer Zdroik
sport and recreation fields. The Commission on Sport Management Accreditation (COSMA) and scholars in the field consider diversity important. The word “diversity” is found in a section in the published COSMA Accreditation Principles Manual and Guidelines for Self-Study Preparation ( Commission on Sport
Jennifer L Kuk, Shahnaz Davachi, Andrea M. Kriska, Michael C. Riddell, and Edward W. Gregg
This article briefly summarizes the “Pre-Diabetes Detection and Intervention Symposium” that described ongoing and past pre-diabetes interventions, and outlined some considerations when deciding to target specific populations with pre-diabetes. The success of type 2 diabetes (T2D) prevention clinical trials provides clear evidence that healthy lifestyle change can prevent the development of T2D in a cost effective manner in high risk individuals. However, who to target and what cut-points should be used to identify individuals who would qualify for these T2D prevention programs are not simple questions. More stringent cut-offs are more efficient in preventing T2D, but less equitable. Interventions will likely need to be adapted and made more economical for local communities and health care centers if they are to be adopted universally. Further, they may need to be adapted to meet the specific needs of certain high-risk populations such as ethnic minorities. The Chronic Disease Management & Prevention Program for Diverse Populations in Alberta and the Pre-diabetes Detection and Physical Activity Intervention Delivery project in Toronto represent 2 examples of specialized interventions that are targeted at certain high risk populations. To reverse the current T2D trends will require continued efforts to develop and refine T2D prevention interventions.
