Sport Management: Who We Are and Where We Are Going

2022 ◽  
Vol 79 (1) ◽  
Author(s):  
Sarah Stokowski ◽  
Amanda L. Paule-Koba ◽  
Matt R. Huml ◽  
Mark C. Koch ◽  
Bo Li
Keyword(s):  
Sport Management ◽  
Critical Phenomenon ◽  
Faculty Members ◽  
Field Of Study ◽  
Empirical Examination ◽  
Academic Units ◽  
Theory Of Discourse

Due to the popularity of sport, the need to have sport management programs that properly train practitioners is justified (Pedersen & Thibault, 2014). However, with 505 sport management bachelors programs worldwide (“Degrees in Sports,” n.d.) housed in various academic units, there is little consistency within the field of study. This paper strives to explore the field of sport management and to better understand sport management faculty members’ perceptions of the discipline. Grounded in Foucault’s (1971) theory of discourse, total of 154 sport management faculty members worldwide participated in the study. The data revealed there is a lack of consistency within the field regarding faculty members’ perceptions of sport management. This study offers a vital, first step in an empirical examination of a critical phenomenon in the sport management academy.

scholarly journals Learning Sport Management

2014 ◽  
Vol 3 (1) ◽  
pp. 39-50
Author(s):  
Jillian McNiff ◽  
Gil Fried ◽  
Kimberly Mahoney
Keyword(s):  
New York ◽  
Sport Management ◽  
Faculty Members ◽  
Division I ◽  
Athletic Department ◽  
Intercollegiate Athletic ◽  
The Right ◽  
Career Options ◽  
Major Division

Sport management seems like a glamorous career path. Many students believe if they do well in classes and graduate, they will be the next general manager of the New York Yankees or athletic director of a major Division I intercollegiate athletic department. While sport management professors hope that every student has the potential to succeed, it is incumbent upon faculty members and students to have a realistic expectation of their career options and a true understanding of what it takes to be successful. This article leads a fictitious student and faculty member through four years of the student’s educational adventure in sport management with special attention being given to what students can undertake to best prepare them for the future and improve their chances of landing the right job. This case study demonstrates the value of a comprehensive sport management education and what students can do to set themselves apart from their competition in the job market.

Work Motivation and Job Satisfaction of Sport Management Faculty Members

2018 ◽  
Vol 12 (2) ◽  
pp. 80-89 ◽  
Author(s):  
Sarah Stokowski ◽  
Bo Li ◽  
Benjamin D. Goss ◽  
Shelby Hutchens ◽  
Megan Turk
Keyword(s):  
Job Satisfaction ◽  
Sport Management ◽  
Work Motivation ◽  
Department Chairs ◽  
Faculty Members ◽  
Tenure Track ◽  
Motivation Factors ◽  
Job Satisfaction Survey ◽  
Tenure Track Faculty ◽  
Education Administrators

Informed by self-determination theory, this study builds on previous research to examine the work motivation and job satisfaction levels of sport management faculty members, as well as any relationship between their job satisfaction levels and work motivations. A total of 193 sport management faculty responded to a survey consisting of the Job Satisfaction Survey and the Motivation at Work Scale. Results revealed that regarding job satisfaction, faculty members were more satisfied with work itself, supervision, and coworkers and were less satisfied with pay, operating procedures, and reward. While participating sport management faculty had the highest mean in intrinsic motivation, job satisfaction also was significantly positively correlated with identified regulation. Male faculty showed significantly greater overall job satisfaction than female faculty, but gender did not affect work motivation factors. Finally, results revealed no significant differences among tenured, tenure-track, and non-tenure-track faculty in motivation levels, but after controlling for motivation, job satisfaction levels of non-tenure-track faculty were significantly less than those of tenured and tenure-track faculty. Results of this study can assist higher education administrators (i.e., department chairs, deans, provosts) to better understand that this population is highly intrinsically motivated and identifies deeply with their work. Administrators should work diligently to preserve autonomy, a factor that appears to lead to greater levels of motivation and job satisfaction.

Outcomes of Mentoring Relationships Among Sport Management Faculty: Application of a Theoretical Framework

2019 ◽  
Vol 33 (3) ◽  
pp. 161-173 ◽  
Author(s):  
Amy Baker ◽  
Mary A. Hums ◽  
Yoseph Mamo ◽  
Damon P.S. Andrew
Keyword(s):  
Sport Management ◽  
The United States ◽  
Faculty Members ◽  
Mentoring Relationships ◽  
Specific Information ◽  
Academic Field ◽  
Hybrid Framework ◽  
And Gender ◽  
Context Specific ◽  
As Relationship

The importance of mentoring in the development of individual careers is noted in the business and higher education literature. However, prior research has given little attention to the development of mentoring relationships between junior and senior sport management faculty members. In addition to providing context-specific information, mentorship studies of sport management faculty provide insight on an emerging and gender-imbalanced discipline in the academy. This study reviews the literature on mentorship, and presents a hybrid framework on the mentor–protégé relationships established in the academic field of sport management. Specifically, the study identifies aspects of the relationships likely to yield positive perceptual outcomes, such as relationship effectiveness, trust, and job satisfaction. Data were collected from 161 sport management faculty members in the United States and Canada. The results provide support for the new hybrid framework and highlight mentoring as a valuable mechanism to support sport management faculty.

Recruiting and Retaining Sport Management Faculty: Factors Affecting Job Choice

2006 ◽  
Vol 20 (3) ◽  
pp. 414-430 ◽  
Author(s):  
Daniel F. Mahony ◽  
Michael Mondello ◽  
Mary A. Hums ◽  
Michael Judd
Keyword(s):  
Sport Management ◽  
Faculty Members ◽  
Job Choice ◽  
Doctoral Graduates ◽  
Factors Affecting ◽  
Faculty Positions ◽  
Leadership Opportunities

The growth of sport management has led to concerns about the quantity and quality of candidates for faculty positions. In addition to trying to recruit recent doctoral graduates, many programs focus on recruiting established faculty members. This study examines factors affecting the willingness of sport management faculty to accept new positions, and the likelihood of leaving their current positions. While the likelihood of leaving was not high, objective factors such as salary and location were important to those willing to take a new position. Subjective factors such as fit within the program and quality of faculty in the program were also important, whereas several factors were less important (e.g., recruiter description, recruiter approach, and leadership opportunities). Results confirm that attracting faculty in sport management is challenging and universities must consider a combination of strategies to attract them.

Managing occupational identity and institutional pressure within French business schools

2016 ◽  
Vol 35 (2) ◽  
pp. 280-292 ◽  
Author(s):  
Farah Kodeih
Keyword(s):  
Qualitative Study ◽  
Design Methodology ◽  
Business Schools ◽  
Academic Research ◽  
Faculty Members ◽  
Academic Standards ◽  
Occupational Identity ◽  
Professional Roles ◽  
Empirical Examination ◽  
Content Type

Purpose – The purpose of this paper is to examine how faculty members in French business schools (FBSs) manage intense pressure to adapt their practices and roles to new international academic standards. It stresses that in order to stimulate people’s accommodation of new institutional demands it is important to apprehend and manage occupational identity (OI). Design/methodology/approach – This is an inductive qualitative study that draws on 48 interviews in ten FBSs and written data. Findings – The paper categorizes faculty members’ responses to demands for more international academic research based on their initial OI. It also discusses the strategies schools employ to manage this transition and faculty’s professional roles. Originality/value – The originality lies in the empirical examination of a phenomenon that has so far been studied only theoretically. Business schools can improve their performance and avoid mission drift by apprehending and managing faculty members’ occupational identities.

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.

Examining models of departmental engagement for greater equity

2019 ◽  
Vol 38 (2) ◽  
pp. 211-225 ◽  
Author(s):  
Sharon Bird ◽  
Melissa Latimer
Keyword(s):  
Faculty Members ◽  
Institutional Transformation ◽  
Academic Departments ◽  
Work Organizations ◽  
Content Type ◽  
Essential Components ◽  
Brown University ◽  
Academic Units ◽  
Indicator Data

PurposeThe purpose of this paper is to examine two types of departmental interventions focused on creating healthier and more equitable academic departments as well as enhancing faculty members’ capacity for collective dialogue, goals and work. Both interventions were informed by the “dual-agenda” approach and focused on targeted academic units over a prolonged period.Design/methodology/approachThis paper uses a variety of qualitative and quantitative data (including National Science Foundation (NSF) ADVANCE indicator data) to assess the potential of dual-agenda informed interventions in reducing gendered structures and gendered dynamics.FindingsThe authors outline essential components of a dual-agenda model for maximizing success in creating more gender equitable work organizations and discuss why the authors are more optimistic about the dual-agenda approaches than many past researchers have been in terms of the potential of the dual-agenda model for promoting more equal opportunities in work organizations.Originality/valueMost previous dual-agenda projects referenced in the literature have been carried out in non-academic contexts. The projects examined here, however, were administered in the context of multiple academic departments at two medium-sized, public US universities. Although other NSF ADVANCE institutional transformation institutions have included extensive department-focused transformation efforts (e.g. Brown University, Purdue University and Syracuse University), the long-term benefits of these efforts are not yet fully understood; nor have systematic comparisons been made across institutions.

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