Sports Management
Author : Vikas Kumar
Time management in elite sports
Macquet et al (2015) explains this Athletes were seen to make intensive use of time. The SATC and coaches tried to extract the maximum available time to improve sport and academic performance, and well‐being. This study adapted the RPD model to time management in elite sports, identified the nature of the anomalies noticed by athletes and the content of the by‐products used when athletes made sense of situations. The data tend to support the view that noticing conflicts between the times‐frames imposed by the SATC plays a key role in elite athletes’ time management. This model’s adaptation allows in‐depth understanding of the decision‐making process (i.e., RPD model) and products (i.e., strategies used) in natural settings. The continued study of time management will improve our understanding of decision‐making and life transitions in elite athletes.
Lessons for the 2019 FIBA World Cup
Gao. (2018) emphasize the five lessons discussed here are guides to help event organizers avoid losing sight of attaining positive social impacts by leveraging key stakeholder groups and minimizing misconceptions. Not only do event organizers need to be aware that developing coherent leveraging strategies need to start in the earliest stages of event planning, but they also need to clearly understand what social leverage entails. Our interviewees all wanted to do the right thing and by ensuring the event leaves behind a positive legacy. Yet, those positive intentions got buried by the misconceptions surrounding social leverage, the perceived pressure of the media on the event itself, and the worry that a critical perception of the potential event legacy would create conflicts with the other stakeholders of the event. To that end, pre-event internal training provided by social leverage experts may play a crucial role in helping key stakeholders understand social leverage. In fact, the author of this article and a colleague did provide this training in the summer of 2017 to various sport organizations in China. The key goal of the training was to raise awareness among the stakeholders on how to leverage tactics properly, and how to prevent the traps discussed in this white paper. The five lessons presented here are the foundation to future stakeholder training, Further exploration to ascertain the extent to which mega event organizers are aware of these lessons and whether they are implemented in the bidding and planning stages is warranted.
Learning of Sport Management Education
Lambert and Thomas (1999) explains this if sports and competition have come to dominate our cultural thinking, perhaps the following example is a symptom of such ideology. Prior to 1968, U. S. income inequality had been falling. In 1982, income inequality reached its 1947 level, that year being the first in which income inequality was measured by the Census Bureau. Since 1982, that inequality has grown even more [Weinberg 1996, 1-4]. The apparent inability of the Left to mount an effective popular argument against such disparity may be a sign that a predatory sports mentality for now may be too firmly ensconced in the American psyche. A sports mentality justifies income inequality as the result of a game of competition and survival of the fittest. Why should even the poor and lower classes question this “natural” scheme of life? Rich and poor, like winners and losers, are outcomes indirectly justified by sports mythology and the sports industry.
Planning for mega event
Müller and Martin (2015) explain the concept of a “mega-event syndrome,” characterized by seven major symptoms that hinder urban development rather than benefit it. These symptoms include oversized or obsolete infrastructure, inefficient allocation of resources, and inflated costs borne by the public. The author suggests that while incremental changes can improve outcomes, radical changes in how mega-events are planned, awarded, and governed are necessary. This may require pressure from various stakeholders such as the public, social movements, NGOs, media, or corporate sponsors. The paragraph highlights a decline in communities willing to host mega-events due to the negative experiences of past events, such as the 2014 World Cup in Brazil and the 2014 Winter Games in Sochi. It warns against tying mega-event planning to large-scale urban development projects and suggests that future events may be hosted by resource-rich, autocratic states with little public accountability. Finally, it calls for early action to counteract the negative impacts of mega-events, especially during the bid phase for upcoming events like the 2024 Olympic Summer Games and the 2026 Football World Cup.
A Retrospective on Utility maximization
Fort and Rodney (2015) emphasize the Sloane (1971) and Quirk and El Hodiri (1974) originals have the power of usual marginal analysis behind them, plus the generality of dynamics. Except for Vrooman (1997), the rest of the literature goes down a path with two characteristics. First, utility functions are additively separable and linear in some combination of winning, profits, and fan welfare (attendance). I’m not a theorist and deviations from the fundamental axioms of utility analysis are for others to deal with. Second, the rest of the literature develops by adding parameters to cover utility weights on winning, profits, and fan welfare (attendance), as well parameters to represent drawing potential and the impact of the level of competitive balance on fans. These parameters make the models mathematically tractable, but produce a challenge to empirical work in both measurement and estimation. But then there are all manner of really smart people out there and it will be fun to see how they handle this challenge. Finally, while the work detailed here subsequent to S/Q-EH does not recognize its lineage, there is one that is quite easy to follow after the fact. Hope-fully, the details of that lineage identified here will aid the development of future work in the area.
Managing E-Reputation in Sport Organization
Maltese et al (2017) explain the results of the analysis of the fans’ perceptions of the e-reputation of a professional football club, as well as the opinion of the decision makers on the topic, show that the communication levers to prioritize and to improve e-reputation management are transparency and consistency. A communication channel incorporating key stakeholders, and their role in terms of e-reputation management, was also proposed in order to optimize the external control of reputation as a resource. Theoretically, this research underlines which key aspects to concentrate on to improve the management of stakeholders using reputation and e-reputation as an “ecosystemic” asset. The exploratory nature of this research, and the choice of a research field with high media presence and many strategic stakeholders, limits the generalization of the results and the inferences for management. Data collection focused on the analysis of the perceptions of fans and managers. Other stakeholders could be included in the methodological protocol. In the context of the sports events’ ecosystem, the inclusion of regional actors and celebrity managers and athletes offer further research avenues.
Brand identity dynamics in Esports
Mühlbacher et al (2022) explain these fans of a brand are closely following actions of brand management. Empirical research has shown that fans interpret these actions individually or in communities of interest and deduct the social and individual identity of the brand from this process of sensemaking. The introduction of a new brand manifestation by management can be the starting point of lively discussions of fans on the internet how this new manifestation relates to the social and individual identity of the brand. In contrast to this literature on identity co-creation, the current research presents a case where the fans of the brand are uninterested in the new brand manifestation to the extent of simply accepting its existence without further comments. They act and communicate as if nothing had happened. The fans of the new manifestation are individuals apart that tend to perceive and enact brand identity in their specific manner. The strategic decision of adding a new sports section to the existing offers had no impact on brand identity and fan identification during the first two years after the launch of the new activity. Brand management’s role in such a case consists of influencing brand perception and enactment at the crossroads of intended and actualized brand identity in a way to reach a brand identity as close as possible to their intention.
Negative publicity and fans response in IPL – T20 Cricket
Ganesan et al (2015) emphasize the findings from the study largely supports that the trust on the team which is involved in the unlawful activity is already at the decline trend. The cricket team(s) of IPL-T20 format really enjoying the loyalty from the Indian Cricket Fans, but that does not mean that they accepting the unlawful activities of team member or team or franchise management member. The study through no change in loyalty of fans brought a significant insight that after these negative incidents, the fans of Indian cricket by adopting the holistic thinking style have given a time frame to change the attitudes of the players/team/team management or owners. Under the current scenario, since the fans of the team are the hardcore loyalist to the team, the negative actions of the member who is not the player of the team did not affect the fans’ loyalty. The study concludes that the team affinity is not seriously affected with or without negative publicity on the unlawful activities except the competence. Competence accounts four variables namely – reliable, competent, intelligent, and successful and the unlawful activities potentially affect all these variables. Negative publicity due to unlawful activities of the team or team members, franchisee of the team cannot be viewed very seriously if it is one time event, but if it continues a series of effect occur from various stakeholders of the cricket including fans. The effect is not only for the team, but there will be a multiplier effect for all the parties involved with cricket sport includes team management, stadium owners (even for government owned through rental income), etc. The cricket authorities at every level to take serious actions on the people involved directly and indirectly and endorse the observation and finding of the Justice Mudgal’s Committee 2014.
Managing Weather Risks in J. League Soccer Teams
Ito et al (2016) conclude Weather risks are suspected to have significant impact on the sports industry. They not only entail lower attendance and hence reduce team profits, but also threaten the retention of corporate sponsorships that are critical to the teams’ survival and success. In the recent economic recession, many sports club sponsors have pulled their support due to the uncertain and sometimes unfavorable financial outcomes of these sports teams. Our empirical analysis documents significant weather exposures for sports teams. Although many other factors can contribute to the fluctuations in revenues, weather risk, specifically precipitation, is one that can be affordably managed with a hedging instrument. The first papers to calibrate the weather exposure of the sports industry and analyze the value of a hedging instrument with risk preference estimates obtained from surveying actual managers while addressing the incompleteness of the market. With detailed attendance data from Japan’s premier soccer league, J. League, and matching weather data, we calibrate the precipitation exposure of J. League teams through a comprehensive set of multivariate GLS regressions. We then use simulation analysis to obtain the cash flows for a prototype J. club and propose a simple hedging instrument. Based on survey results, we explore different managerial risk preferences and show that team value can be significantly increased by hedging. In fact, with a reasonable range of safety loadings (less than 10 percent), hedging always contributes positively to team value for the estimated risk preferences of J. League managers.
Support and Women’s Retention in Sport
Spoor et al (2014) emphasize Women continue to be underrepresented in leadership positions within sport organizations. Though human resource practices aimed at increasing gender equity are one part of the solution, and arguably could be considered an essential threshold provision, the results of the current research suggest that it is imperative that top management clearly support such practices. In the current study, top management support for equity‐HRM had a strong effect on POS, which in turn was related to increased organizational commitment and intentions to stay with the organization. This research suggests that top management support is a clear indicator that the organization values women and their contributions, which fosters emotional ties and willingness to stay with the organization. Such ties may be a crucial step in encouraging women to pursue leadership positions within the organization.
Conclusion
The study delves into elite athletes’ time management, highlighting conflicts between training, academics, and personal well-being through the RPD model. Event organizers’ grasp of social impacts is pivotal, advocating for coherent leveraging strategies to leave a positive legacy. US income inequality is linked to a sports-influenced mentality, hindering effective addressing. Mega-events are found to negatively impact urban development, prompting calls for governance changes. Economic analysis in sports literature observes utility analysis trends but faces empirical challenges. Football club e-reputation management prioritizes transparency and consistency. Fan perception of brand identity influences management actions. Cricket fan loyalty endures despite negative incidents, contingent on effective resolution. Weather risks affect sports teams, with hedging proposed to mitigate losses. Women’s underrepresentation in sports leadership necessitates top management support for gender equity, fostering organizational commitment and encouraging women’s leadership pursuits.
References
Fei Gao. (2018). Leveraging a Mega Sport Event: Lessons for the 2019 FIBA World Cup. Sport & Entertainment Review, [s. l.], v. 4, n. 3, p. 59–63, 2018. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=551738b0-c8d8-366f-b4ee-3a3eab2b3986 .
Fort, R. (2015). Managerial Objectives: A Retrospective on Utility Maximization in Pro Team Sports. Scottish Journal of Political Economy, [s. l.], v. 62, n. 1, p. 75–89, 2015. DOI 10.1111/sjpe.12061. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=74f0841e-6a5f-3f89-9801-f0d730bf45c2 .
Ganesan, P., Sridhar, M., & Ahmed K. A., A. (2015). Effect of Negative Publicity and Fans Response on Affinity, Trust and Loyalty — an Experimental Study Related to Ipl-T20 Cricket Team. Global Management Review, [s. l.], v. 10, n. 1, p. 58–70, 2015. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=4aacc0e8-93a6-3fa4-90e3-86af1e795e50 .
Ito, H., Ai, J., & Ozawa, A. (2016). Managing Weather Risks: The Case of J. League Soccer Teams in Japan. Journal of Risk & Insurance, [s. l.], v. 83, n. 4, p. 877–912, 2016. DOI 10.1111/jori.12071. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=20e413e4-3283-37d8-9bc9-b5846f6de02b .
Lambert, T. (1999). Thorstein Veblen and the Higher Learning of Sport Management Education. Journal of Economic Issues (Association for Evolutionary Economics), [s. l.], v. 33, n. 4, p. 973–984, 1999. DOI 10.1080/00213624.1999.11506224. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=3cb8bae1-9462-30ee-ab0c-84824825d4a1 .
Macquet, A., & Skalej, V. (2015). Time management in elite sports: How do elite athletes manage time under fatigue and stress conditions? Journal of Occupational & Organizational Psychology, [s. l.], v. 88, n. 2, p. 341–363, 2015. DOI 10.1111/joop.12105. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=72f873e6-a44e-3f11-8cde-1f3bf244201e .
Maltese, L., Pons, F., & Prévot, F. (2017). Managing E-Reputation and Key Stakeholders in the Context of Sport Expressive Organizations. International Studies of Management & Organization, [s. l.], v. 47, n. 1, p. 88–105, 2017. DOI 10.1080/00208825.2017.1241090. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=31079240-027c-3c4c-bd4f-228d73babed7 .
Mühlbacher, H., Bertschy, M., & Desbordes, M. (2022). Brand identity dynamics – reinforcement or destabilisation of a sport brand identity through the introduction of esports? Journal of Strategic Marketing, [s. l.], v. 30, n. 4, p. 421–442, 2022. DOI 10.1080/0965254X.2021.1959628. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=11066283-9084-3e11-b0f9-053c39705dc0 .
Müller, M. (2015). The Mega-Event Syndrome: Why So Much Goes Wrong in Mega-Event Planning and What to Do About It. Journal of the American Planning Association, [s. l.], v. 81, n. 1, p. 6–17, 2015. DOI 10.1080/01944363.2015.1038292. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=e351d5eb-fe25-3290-ac67-e82d41ab5f20 .
Spoor, J. R., & Hoye, R. (2014). Perceived Support and Women’s Intentions to Stay at a Sport Organization. British Journal of Management, [s. l.], v. 25, n. 3, p. 407–424, 2014. DOI 10.1111/1467-8551.12018. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=5bf226f0-84bf-32fb-a165-6eb4112c47c9 .
