Professional Sport League Assessment of Sport Management Curriculum

2009 ◽  
Vol 3 (1) ◽  
pp. 110-124 ◽  
Author(s):  
Jeffrey Petersen ◽  
David Pierce
Keyword(s):  
Sport Management ◽  
Rank Order ◽  
Legal Aspects ◽  
Professional Sport ◽  
Sport Organizations ◽  
Sport Sociology ◽  
Cultural Aspects ◽  
Market Shares ◽  
Sport League ◽  
Management Curriculum

Undergraduate sport management curriculum continues to be debated amongst this discipline’s educators. Curricular content impacts professional sport organizations as program graduates become employees. This study gathered the input of human resource professionals from NFL, MLB, and NBA franchises regarding curricular topics via an existing, modified questionnaire. The questionnaire included a five-point scale assessment of 61 curricular topics. A 34.8% response rate was proportionally distributed between the leagues. An ANOVA of means for ten curricular areas revealed significant differences with the following rank order: Field Experience 4.38; Communication 4.23; Legal Aspects 4.02; Ethics 3.98; Management and Leadership 3.97; Marketing 3.96; Economics 3.68; Budget and Finance 3.59; Governance 3.25; and Socio-Cultural Aspects 3.25. An ANOVA of topics revealed seven significant between-league differences including: Sport Sociology, Ethics, Market Shares/Ratings, Business Writing, Labor Relations, Stadium/Arena Economics, and Risk Management/Liability. These results can inform the development or modification of curricula to better prepare students for professional sport needs.

Interns in Professional Sport: An Investigation of Gender Parity on the Job

2009 ◽  
Vol 3 (1) ◽  
pp. 92-109 ◽  
Author(s):  
Jacquelyn Cuneen ◽  
M. Joy Sidwell
Keyword(s):  
Sport Management ◽  
Work Conditions ◽  
Professional Sport ◽  
Sport Organizations ◽  
Male And Female ◽  
Sport Industry ◽  
Job Benefits ◽  
One Year ◽  
Management Students ◽  
Big Four

Internships permit sport management students to link classroom learning to the professional environment. Since internships provide students with opportunities to learn on-the-job and test their skills in the marketplace, the experiences should be uniformly beneficial to all students regardless of gender. This study was conducted to describe internship work conditions (i.e., opportunities to perform in essential marketplace functions) for male and female sport management interns assigned to ‘Big Four’ professional sport organizations. Participants were 74 sport industry professionals who supervised a total of 103 interns over a one-year period. A X2 Test of Independence found that male and female interns working in professional sport had comparable opportunities to perform and learn on the job. Differences in opportunity, hiring practices, and on-the-job benefits emerged primarily as a function of job specialization (e.g., operations, marketing, venue management), league/association, or gender of the internship supervisor rather than gender of the interns.

Guidelines for Programs Preparing Undergraduate and Graduate Students for Careers in Sport Management

1989 ◽  
Vol 3 (2) ◽  
pp. 158-164 ◽  
Author(s):  
P. Stanley Brassie
Keyword(s):  
Sport Management ◽  
Task Force ◽  
Field Experiences ◽  
Sport Marketing ◽  
Sport Administration ◽  
Sport Sociology ◽  
Women In Sport ◽  
Sport Law ◽  
Management Curriculum ◽  
Sport Economics

In 1987 the National Association for Sport and Physical Education (NASPE) appointed a task force to develop undergraduate and graduate curricular guidelines for institutions preparing sport management professionals. The undergraduate guidelines address the three components of a sport management curriculum: (a) the foundational areas of study comprising full courses in business management, marketing, economics, accounting, finance, and computer science; (b) the application areas of study composed of sport foundations (e.g., sport sociology, sport psychology, sport history /philosophy, women in sport), sport law, sport economics, sport marketing/promotion, and sport administration; and (c) the field experiences including practical and internships. The graduate guidelines build upon the undergraduate preparation and include (a) two required courses in research methods and a project or thesis; (b) advanced application electives in sport law, sport economics, sport marketing/promotion, sport administration, facility design, and event management; and (c) the field experiences of practical and internships.

Dead Spaces: Sport Venues and Police Stops in a Major League, Upper Midwestern City in the United States

2021 ◽  
pp. 1-14
Author(s):  
Gidon S. Jakar ◽  
Kiernan O. Gordon
Keyword(s):  
Urban Areas ◽  
Sport Management ◽  
Criminal Activity ◽  
The United States ◽  
Professional Sport ◽  
Sport Organizations ◽  
Related Activity ◽  
Management Literature ◽  
Sport Venues ◽  
Midwestern City

Attention by sport management researchers and practitioners toward the societal externalities of professional sport franchises and venues has increased recently. This study asserts that while sport organizations are very active in this regard, there remain several issues that have not received much attention in the sport management literature nor by sport organizations themselves. Criminal activity, or the perception of criminal activity, at and near sport venues is one of these issues. The negative binominal regression analysis of police stops in Minneapolis revealed that police stops were greater within a quarter and half a mile of Minneapolis professional sport venues on event days. Furthermore, during nonevent days, the venues can be urban “dead spaces” and the design of venues in urban areas should address the internal and external amenities of the sport venues and the potential increase in crime and police-related activity on days with and without events.

Should They Play? Market Value of Corporate Partnerships With Professional Sport Leagues

2010 ◽  
Vol 24 (6) ◽  
pp. 702-743 ◽  
Author(s):  
Shi Lei ◽  
Chinmoy Ghosh ◽  
Han Srinivasan
Keyword(s):  
Economic Effects ◽  
Professional Sport ◽  
Business Strategies ◽  
Managerial Ownership ◽  
Sport Organizations ◽  
Cross Sectional ◽  
Sport League ◽  
Event Study Method ◽  
Sectional Analysis ◽  
Corporate Partnerships

Corporate partnerships with professional sport leagues are growing rapidly. How can we assess the value of such partnerships? Using an event study method, this research examined the economic effects of corporate partnerships with six professional sport organizations (NFL, MLB, NBA, NASCAR, NHL, and PGA). Three new interesting results were found. (1) Though a partnering firm experiences a net-of-market increase in shareholders’ value of 2.93% from a new corporate partnership with a professional sport league at the two-day window (0, +1), renewals of corporate partnerships induced a significant net-of-market decrease of 1.12% during the same window of time. (2) Cross-sectional analysis revealed that superior performing firms as well as firms with higher institutional and moderate managerial ownership benefitted more than the average, and (3) the integrations of the partnerships with other business strategies elicited different responses from the investment community. Overall, a strategic implication was that marketing-focused partnerships in financially sound, well-managed firms contributed the most to enhancement in shareholders’ wealth.

scholarly journals Experience-Based Leadership Development and Professional Sport Organizations

2018 ◽  
Vol 32 (2) ◽  
pp. 123-134 ◽  
Author(s):  
Stephen Frawley ◽  
Daniel Favaloro ◽  
Nico Schulenkorf
Keyword(s):  
Leadership Development ◽  
Sport Management ◽  
Leadership Education ◽  
Professional Sport ◽  
Competitive Sport ◽  
Sport Organizations ◽  
Study Approach ◽  
Development Framework ◽  
Sport Industry ◽  
Formal Leadership

In recent years, there has been a significant interest around leadership development practices within the field of management. Leadership development is particularly important within the highly competitive sport industry, where leadership performance is under constant and ever-increasing scrutiny. For sport organizations, strong leadership can be a source of significant competitive advantage, and hence, increased focus on leadership and investment into the development of talent has occurred. However, there has been a surprising lack of scholarly research into leadership and the associated processes within the sport management field, particularly from an Australian perspective. This paper addresses this gap as it examines the nature of experience-based leadership development practices within three of Australia’s leading professional sport organizations. Following a qualitative multicase study approach, the thematic analysis of 15 in-depth semistructured interviews with members of the senior executive of each case organization suggested that the national sport organizations placed significant emphasis on experience-based opportunities as a way of developing their workforce. Via the adoption of McCall’s experience-based leadership development framework, four main themes emerged: the importance of experience-based opportunities for leadership development; leadership development through involvement and exposure to experiences; networking opportunities gained from experienced-based exposure; and the relationship between on-the-job experience and formal leadership education. These findings extend our knowledge of current leadership development and practices implemented in national sport organizations and highlight the importance of effective leadership within highly competitive sport markets. Based on these findings, implications are provided for current practice illustrating the benefits that an experience-based approach to leadership development within sport organizations can have.

Sport Management and Sustainability Innovation Challenges

2017 ◽  
pp. 57-76
Keyword(s):  
Corporate Social Responsibility ◽  
Sport Management ◽  
Sport Organizations ◽  
Sports Organizations ◽  
Societal Needs ◽  
Grassroots Innovation ◽  
Practical Guidelines ◽  
Effective Role ◽  
Corporate Social

In the first part of the book, the focus was on introducing the conceptual (Transition Studies) and first practical tolls (sustainable innovation) to set the scene to a deeper analysis of the effective role of grassroots innovation in sport for a sustainable future. This chapter opens the second part of the book by analyzing how sport management studies have analyzed the role of and relationship between innovation and sustainability. From a theoretical and practical perspective, the corporate social responsibility (CSR) function seems to be the area of study and application that could better create a relationship between sustainability and innovation in sport. Innovative CSR seems to be the managerial approach that from mainstream organizations and practices could give grassroots sports organizations practical guidelines to design and develop novel solutions for societal needs. The chapter concludes that a different approach (niche) should be considered for grassroots sport organizations.

Sport Management and Sustainability Innovation Challenges

2018 ◽  
pp. 301-313
Author(s):  
Marco Tortora
Keyword(s):  
Corporate Social Responsibility ◽  
Sport Management ◽  
Sport Organizations ◽  
Sports Organizations ◽  
Societal Needs ◽  
Grassroots Innovation ◽  
Practical Guidelines ◽  
Effective Role ◽  
Corporate Social

In the first part of the book, the focus was on introducing the conceptual (Transition Studies) and first practical tolls (sustainable innovation) to set the scene to a deeper analysis of the effective role of grassroots innovation in sport for a sustainable future. This chapter opens the second part of the book by analyzing how sport management studies have analyzed the role of and relationship between innovation and sustainability. From a theoretical and practical perspective, the corporate social responsibility (CSR) function seems to be the area of study and application that could better create a relationship between sustainability and innovation in sport. Innovative CSR seems to be the managerial approach that from mainstream organizations and practices could give grassroots sports organizations practical guidelines to design and develop novel solutions for societal needs. The chapter concludes that a different approach (niche) should be considered for grassroots sport organizations.

Sign in / Sign up

Export Citation Format

Share Document