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Daniel Bjärsholm

Social entrepreneurship represents a new organizational form reflecting a time of societal change. The concept of social entrepreneurship has in recent years received an increased academic interest from the field of sport management. This review therefore aims to outline the scope and focus of, as well as theoretically position, the utilization of the concept of social entrepreneurship in the current body of peer-reviewed research within the field of sport and social entrepreneurship. Thirty-three English language peer-reviewed articles were selected and analyzed using Gartner’s (1985) variables of entrepreneurship and three schools of thought within social entrepreneurship. The findings show that the scope of research into sport and social entrepreneurship is limited and that sport plays a minor role in the articles. The articles focus on the processes of social entrepreneurship, but the manner in which the concept of social entrepreneurship is used differs between articles and is seldom defined. These findings indicate that much can be done to better understand sport and social entrepreneurship. Emerging directions for future research are provided.

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Ryan Snelgrove and Laura Wood

among traditional sport management courses, rather than as units within existing courses ( Barnhill, Czekanski, & Pfleegor, 2018 ; Bush et al., 2016 ). This article describes the design of an undergraduate course in which students learn how to utilize sport-based social entrepreneurship to facilitate

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Cleo Schyvinck, Kathy Babiak, Bram Constandt, and Annick Willem

initiatives within sport organizations. With its focus on innovation, transformation, and shared value creation, entrepreneurship theory is a solid foundation to study CSR management and the evolution thereof in professional sport ( Ratten, 2019 ). More specifically, corporate social entrepreneurship (CSE

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Mary A. Hums

Although the sport industry continues to evolve, one thing has not changed—the need for sport managers to be good citizens. What does it mean to be a good citizen and how does that relate to us as sport management educators and researchers? This lecture suggests what we as sport management educators can do to help our students become better citizens in this day and age. As new issues emerge, our graduates will be forced to make decisions which often place the Temple and the Agora—the spirit of sport and the business of sport, the conscience and commerce of sport management— in opposition to each other. These new issues encompass topics such as social entrepreneurship, technology, environmental respect, sport for development and peace, and sport and human rights, and need to be woven into the fabric of our sport management curriculum.

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.W., Fang, E., & Wang, D. (2017). Group marketing: Theory, mechanisms, and dynamics. Journal of Marketing, 81 (4), 1–24. doi: 10.1509/jm.15.0495 The Intersection of Social Entrepreneurship and Sport Policy Using ethnographically inspired case studies, the authors detail and analyze four cases in order to

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Noora J. Ronkainen, Michael McDougall, Olli Tikkanen, Niels Feddersen, and Richard Tahtinen

discourse of “work,” scholars have explored a variety of occupations and activities as potential avenues to meaningful work. These include, for example, social entrepreneurship and volunteering in refugee shelters or music festivals ( Bailey, Lips-Wiersma et al., 2019 ) and the potential of “leisure careers

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George B. Cunningham, Janet S. Fink, and James J. Zhang

 Svensson et al. ( 2018 ) Sport for development and peace  Bjarsholm ( 2017 ) Social entrepreneurship  Svensson and Seifried ( 2017 ) Sport for development and peace  Yan et al. ( 2018 ) Athlete activism  Jensen and Cornwell ( 2017 ) Sport sponsorship Sport Management Review (Australia)  Geurin

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Mitchell McSweeney, Rob Millington, Lyndsay M.C. Hayhurst, and Simon Darnell

, 2017 ), growing importance of social entrepreneurship and innovation ( Cohen & Peachey, 2015 ; Svensson & Seifried, 2017 ), and competitive pressures for funding due to limited resources for a large number of SDP organizations ( Welty Peachey, Cohen, & Shin, 2020 ) are key patterns identified in

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Yuhei Inoue, Mikihiro Sato, and Kevin Filo

the goal of optimizing consumer and employee well-being into the core of their operations. References Alkire , L. , Mooney , C. , Gur , F.A. , Kabadayi , S. , Renko , M. , & Vink , J. ( 2019 ). Transformative service research, service design, and social entrepreneurship: An