“Let the Marketplace be the Judge”: The Founders Reflect on the Origins and Trajectory of NASSM

2014 ◽  
Vol 28 (5) ◽  
pp. 565-587 ◽  
Author(s):  
Matthew T. Bowers ◽  
B. Christine Green ◽  
Chad S. Seifried
Keyword(s):  
Physical Activity ◽  
Delphi Study ◽  
Sport Management ◽  
Historical Research ◽  
North American Society ◽  
Institutional Legitimacy ◽  
The North ◽  
Broad Interpretation ◽  
American Society ◽  
Over Time

Founders of the North American Society for Sport Management (NASSM) set out to realize a future in which the management of sport was part of a broader vision that included exercise, dance and play. However, the organization quickly became untethered from this broad interpretation of sport management. In this mixedmethod historical research and Delphi study, 10 founding members of NASSM explain the underlying reasons why NASSM leaders redirected the organization’s focus over time. Drawing from the literature on institutional legitimacy as a lens to understand the development of NASSM, the findings suggest an emphasis on commercial sport emerged over that of exercise, dance, and play. This emphasis was perceived to offer a more sustainable niche within the crowded sport and physical activity academic society continuum. Shaped by market- and culture-driven processes, NASSM’s legitimacy-seeking efforts ultimately catalyzed a narrowing of the organization’s scope.

Research … How Fun Is That? Interesting Questions Relative to the Effects of Exercise on Cognitive Performance

2014 ◽  
Vol 3 (3) ◽  
pp. 151-160 ◽  
Author(s):  
Jennifer L. Etnier
Keyword(s):  
Physical Activity ◽  
Older Adults ◽  
Cognitive Functioning ◽  
Cognitive Performance ◽  
Cognitive Outcomes ◽  
Future Research ◽  
North American Society ◽  
National Meeting ◽  
The North ◽  
American Society

In developing a senior lecture for the 2014 national meeting of the North American Society for the Psychology of Sport and Physical Activity, I had the opportunity to reflect upon a career of research and to focus on three interesting questions that my colleagues and I have attempted to address. These questions have led to several studies that all revolve around identifying ways to increase the effects of exercise on cognitive performance. In particular, the questions examine the possibility of increasing effects by focusing on particular populations (e.g., older adults, children) and by increasing our understanding of dose-response relationships between exercise parameters (e.g., intensity, duration) and cognitive outcomes. I present empirical evidence relative to each of these questions and provide directions for future research on physical activity and cognitive functioning.

Managing Program Excellence during Our Transition from Potential to Merit

2004 ◽  
Vol 18 (1) ◽  
pp. 1-12 ◽  
Author(s):  
Jacquelyn Cuneen
Keyword(s):  
New York ◽  
Sport Management ◽  
Academic Discipline ◽  
Educational Programs ◽  
North American Society ◽  
Teaching Excellence ◽  
The North ◽  
American Society ◽  
Academic Area ◽  
18Th Annual Meeting

Sport management was acknowledged early in its formative years as an academic area with great potential for success in the academy. Due largely to the efforts of members of the North American Society for Sport Management (NASSM), sport management quickly became entrenched in academe and is starting to be recognized as an academic area of merit. It is important to manage our overall program excellence as we move from “potential” to “merit” if sport management is to thrive as an academic discipline and profession. It is particularly important to mange our merit since our transition phase occurs amidst many changes and challenges (e.g., the student as consumer; under-representation of National Association for Sport and Physical Education/NASSM Approved Programs; under-recognition of sport management teaching excellence, and diminishing service roles and interests within industry and academe). The purpose of this essay is to posit approaches through which sport management’s educational programs might maintain their well-earned meritorious reputations amid shifting academic and social cultures. This essay is the text of the 2003 Dr. Earle F. Zeigler Lecture presented on May 30 at the 18th Annual Meeting of NASSM in Ithaca, New York.

If We’re Not Serving Practitioners, Then We're Not Serving Sport Management

1995 ◽  
Vol 9 (3) ◽  
pp. 237-243 ◽  
Author(s):  
W. James Weese
Keyword(s):  
North American ◽  
Sport Management ◽  
Management Science ◽  
North American Society ◽  
Field Of Study ◽  
The North ◽  
Henry Mintzberg ◽  
Research Findings ◽  
American Society ◽  
Science Leadership

Many people have suggested that management theorists have become overly theoretical and frequently neglect to provide practitioners with the meaningful implications of their research findings. Acclaimed management scientist Henry Mintzberg expressed the same concerns for the leadership field of study. The North American Society for Sport Management could learn from the history and experiences of the management science/leadership fields and provide both academics and practitioners with research that both advances the field and impacts the profession.

A review of the North American Society for Sport Management and its foundational core

2014 ◽  
Vol 20 (1) ◽  
pp. 81-98 ◽  
Author(s):  
Chad S. Seifried
Keyword(s):  
North American ◽  
Sport Management ◽  
North American Society ◽  
Content Type ◽  
Secondary Sources ◽  
Management History ◽  
The North ◽  
Wide Range ◽  
American Society ◽  
Time Specific

Purpose – The aim of this paper is to explore the development of the North American Society for Sport Management (NASSM) and to map the foundation that specific individuals, historical works, and historians provided the founders of that organization and the field of sport management in general. The paper also aims to track the early beginnings of sport management and present sport as a viable area for business and management historians to conduct their research and discuss theory. Design/methodology/approach – Following the initial work started by deWilde et al., this study drew on a wide range of primary and secondary sources and took an antiquarian and reconstructionist approach. Specifically, time-specific sport-related/focused dissertations, research articles, and archives from NASSM, along with published books and archives, were used to work toward the purpose of the study. Findings – This paper illustrates that some of the critical founding members of sport management and NASSM drew upon the training of historians, with special emphasis from business history, and reacted to specific prompts to create the field (i.e. sport management). “History” and trained historians directly impacted the field of sport management by helping to establish NASSM, the Journal of Sport Management, and graduate study programs, in addition to fashioning the first field accreditation standards and seminal textbooks needed to educate the generalist or specialist sport management student. Research limitations/implications – This research only tracks the beginnings of sport management and focuses on the contribution of “history” toward its development. This work recognizes there were other influences that were critical to the development of sport management. Practical implications – Over time, sport management scholars have moved away from their small historical base and more toward true quantitative preferences. While this has helped the field gain some respectability within contemporary preferences, the re-utilization of historical methods and/or perspectives can help serve the future of sport management and business/management history research toward the study of emerging topics. Through collaboration sport management's leadership can realize the potential of the historical approach/orientation and management historians can enjoy another outlet to communicate their thoughts regarding management topics and theories. Originality/value – The paper highlights that sport is rich in context and available to use for the study of management theory and behaviors.

scholarly journals Enact, Discard, Transform: An Impact Agenda

2020 ◽  
Vol 34 (1) ◽  
pp. 1-8 ◽  
Author(s):  
Jennifer E. McGarry
Keyword(s):  
Sport Management ◽  
Status Quo ◽  
Critical Examination ◽  
North American Society ◽  
The North ◽  
Scholarly Impact ◽  
The Status ◽  
American Society ◽  
Management Report ◽  
Provided Examples

In her 2019 Earle F. Zeigler address, Jennifer McGarry drew on the 2017 Academy of Management Report “Measuring and Achieving Scholarly Impact” to examine how the field of sport management and the North American Society for Sport Management operationalize impact. She pointed to a broader, more inclusive, and critical examination of impact. McGarry highlighted impact on practice and impact through being explicit, particularly about the ways gender and race affect what we deem to have impact. Finally, she spoke to impact through individual and collective action, such as educating students, scholarship, and policy and advocacy. She provided examples of where we could disrupt the structures that work to maintain the status quo in terms of impact—the in-groups and the out-groups, the metrics and evaluations. She also gave examples of impact that have happened, that are happening, and that can happen even more.

Sign in / Sign up

Export Citation Format

Share Document