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29 Feb 2024

Beyond Goals: David Beckham's Playbook for Mobilizing Star Talent

Reach soccer's pinnacle. Become a global brand. Buy a team. Sign Lionel Messi. David Beckham makes success look as easy as his epic free kicks. But leveraging world-class talent takes discipline and deft decision-making, as case studies by Anita Elberse reveal. What could other businesses learn from his ascent?

28 Feb 2023
Cold Call Podcast

Muhammad Ali: A Case Study in Purpose-Driven Decision Making

Muhammad Ali, born Cassius Marcellus Clay Jr., rose from a poor family in segregated Louisville, Kentucky to international fame, winning three heavyweight boxing titles and becoming a civil rights leader and role model for millions of people around the world. How did he do it? Early in his career, Ali’s creativity and hard work helped him overcome significant obstacles. Rather than letting his fear of flying keep him from competing in the 1960 Olympics, he traveled to Italy wearing a parachute -- and easily won the gold medal in boxing. When he returned to the U.S. as a gold medalist, Ali used his growing fame to bring attention to racism and humanitarian causes he supported, including his then-controversial decision to refuse to fight in the Vietnam War. Professor Robert Simons discusses how Ali made decisions throughout his life and career to leave a lasting impact on the world in his case, “Muhammad Ali: Changing the World.”

25 Oct 2022
Research & Ideas

Is Baseball Ready to Compete for the Next Generation of Fans?

With its slower pace and limited on-field action, major league baseball trails football in the US, basketball, and European soccer in revenue and popularity. Stephen Greyser discusses the state of "America's pastime."

01 Nov 2021

Team Success Starts with the Individual—and with Love

Many leaders see teams as collective units, but helping individual members reach their potential—personally and professionally—can open new opportunities. Ranjay Gulati looks at the philosophy of famed football coach Pete Carroll. Open for comment; 0 Comments.

12 Oct 2021

What Actually Draws Sports Fans to Games? It's Not Star Athletes.

Team owners think they need marquee names or slick stadiums to prosper, but research by Karim Lakhani and Patrick Ferguson suggests that fans want something far simpler: suspense. Open for comment; 0 Comments.

27 Jul 2021

Mixing Sports and Money: Adidas and the Commercialization of the Olympics

Horst Dassler, the son of the founder of Adidas, cultivated relationships with athletes and national associations—with the aim of expanding his family’s sports apparel business. In doing so, he created the first sports sponsorships for the Olympics, and ultimately became a key force behind the commercialization of sports today. Professor Geoffrey Jones explores the pros and cons of the globalization and commercialization of sport in his case, spanning from the 1930s to the 1970s, “Horst Dassler, Adidas, and the Commercialization of Sport.” Open for comment; 0 Comments.

17 Mar 2021
Working Paper Summaries

Consuming Contests: Outcome Uncertainty and Spectator Demand for Contest-based Entertainment

Analysis of Australian Football League data shows that the uncertainty of game outcomes has a large, positive causal effect on stadium attendance. These findings show how competitive balance is important for contest designers in general and sports leagues in particular.

24 Apr 2020

Lessons from the NFL: Virtual Hiring, Leadership, Building Teams and COVID-19

The National Football League player draft this year is challenging for the league, players, fans and, in particular, talent evaluators, reports Boris Groysberg and colleagues. What can business learn? Open for comment; 0 Comments.

08 Jan 2020

NFL Head Coaches Are Getting Younger. What Can Organizations Learn?

Football team owners are hiring younger head coaches, hoping to unleash innovation and fresh thinking. How's that working out? Research by Boris Groysberg and colleagues. Open for comment; 0 Comments.

23 Jan 2019
Sharpening Your Skills

Sports: Lessons for Managers

When people look to illustrate a great business idea or accomplishment, a sports metaphor usually isn't far away. Why Harvard Business School researchers look for teaching gold on the playing fields of the world. Open for comment; 0 Comments.

17 Jul 2016

More Effective Sports Sponsorship—Combining and Integrating Key Resources and Capabilities of International Sports Events and Their Major Sponsors

This field-based study of the Union of European Football Associations and its main international sporting event, the European Championships, explores key organizational capabilities that underlie value creation and enhancement in an event’s portfolio of sponsorship relationships. Developing and employing these capabilities--collaborative, absorptive, adaptive, and learning--have positive results for the event as well as for its sponsors. When effectively undertaken and coordinated, the activities can lead to ongoing renewals of the sponsorship program and open the door for new sponsors. The study’s perspective is that of the event, unusual in research on sponsorship.

08 Jan 2016

Is it Worth a Pay Cut to Work for a Great Manager (Like Bill Belichick)?

Few of us want to take less money to move to another organization, but Boris Groysberg and Abhijit Naik point to research that shows hooking up with the right manager—whether in sports or business—can quickly increase your value even if your pay is less. Open for comment; 0 Comments.

03 Jan 2016

NFL Black Monday: How Much Do Coaches Really Matter?

Teams planning management changes on "Black Monday" can learn much from academic research on National Football League coaches, say Boris Groysberg and Abhijit Naik. The findings hold value not only for football teams, but for any organization that depends on leadership for success. Open for comment; 0 Comments.

26 Oct 2015

What’s the Value of a Win in College Athletics?

As debate continues over whether student-athletes should be paid, professor Doug Chung’s research on the massive money being earned by collegiate football and basketball programs could help guide the answer. Open for comment; 0 Comments.

06 Mar 2006

Winners and Losers at the Olympics

We know which athletes won and lost in Turin, but what about the companies and individuals looking for business gold? Professor Stephen A. Greyser looks at the results—and the possibilities ahead in China. Closed for comment; 0 Comments.

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The Sport Management Case Studies Repository contains information on 1697 resources for using the case study method to teach sport management concepts. If you know precisely what you are looking for, you can use the keyword search feature in the left column. If you would like to browse the repository, the menu across the top allows for the specification of sources , industry segments , content areas , global contexts , and years .

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Looking for something different? Try Sport Business Case Reivews : Virtual case reviews on a wide range of sports industry issues, delivered by industry experts to help cultivate the next generation of industry pros.

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Leveraging Sports Events for LGBTQ2+ Inclusion: Supporting Innovation in Organizational Culture and Practices

In this case study, learners are introduced to Sloane, a diversity and inclusion officer who is working to create more inclusive sport and recreation opportunities in her community. A national-level sport event will be hosted in her community and provides an opportunity to elevate and accelerate the work she is already doing with sport and recreation organizations. Learners will develop an understanding of two key themes: LGBTQ2+ inclusion and event leveraging. Working through the case will require learners to think critically about sexuality and gender identity in the context of sport participation and organizations. Furthermore, learners will have the opportunity to think creatively about how they can support innovation in organizational cultures and practices with a view to fostering more inclusive, welcoming, and safe sport organizations.

When Hockey Won’t Sell in Minnesota: Using Design Thinking to Innovate the Ticket Service

This case study asks students to assume the role of a ticket sales strategist hired to work as a consultant for the University of Minnesota Golden Gopher athletic department. In this case, you will be asked to work with members of the Gopher Fan Advisory Board to develop service innovations in the area of ticket sales. As a sales and marketing consultant, you will examine existing data on spectator attendance trends and focus group interviews to determine the current issues facing the athletic department. Then, you will be asked to suggest the manners by which the athletic department should innovate the ticket service, using a design thinking approach to grow ticket sales and spectator attendance for the men’s hockey program.

Sport4Change: Adapting to COVID-19 Through Innovation

The case explores how Sport4Change will adapt its sport-for-development (SFD) programs in response to the current uncertainty presented by COVID-19. Being able to innovate program operations, implementation, and delivery is key to the success and long-term sustainability of Sport4Change, and changing program strategies needs to be done correctly given the organization’s varying locations around the world. Making such decisions requires consideration of the various contexts in which Sport4Change works, understanding diverse options to implement SFD through technological or remote means, and aligning remote delivery and operations with each SFD location and their in-person program focus and goals in order to come up with solutions to ensure SFD remains impactful during COVID-19.

An Innovative Approach to Increasing Youth Sport Participation: The Case of Baseball5™

Youth sport participation preferences are evolving and shifting toward unorganized, nontraditional types of sport participation. This trend has left more traditional sports with decreasing participation numbers. Baseball Canada noticed a similar trend and therefore implemented an innovative approach to increase interest and participation in baseball. This case study follows Alex, the Manager of Sport Development at Baseball Canada, as they develop and evaluate Baseball5™, an innovative street version of the traditional sport of baseball. This alternative form of baseball needs to be tested and evaluated in five pilot programs throughout Canada. Alex collects survey, interview, and focus group data following each of the pilot programs to determine whether the approach is viable for increasing interest in baseball long term. After reading the case, students are tasked with analyzing the collected data and designing the Baseball5™ program for long-term implementation. The case is ideal for upper year undergraduate students who have the skills and knowledge necessary to execute program evaluations and build holistic program implementation plans, and for undergraduate courses in research methods or data analysis.

Recruiting Women to a Male-Dominated Activity: A Case Study of Women’s Nonparticipation in Fantasy Sport

Fantasy Sports Collection, Inc. (FSC) is a fantasy sport organization offering fantasy play since 2005. Having plateaued in consumer growth, FSC is faced with difficult financial decisions. In a brainstorming session regarding new initiatives, Molly Brinkmeyer suggested an idea to purposefully market to and recruit more women to preestablished offerings. Molly’s reasons driving this idea were the fact that only 14% of their consumers were women and, after an evaluation of FSC’s marketing campaigns, employees of FSC quickly saw that advertisements were overtly produced for men. FSC’s management team felt that this was an idea worth pursuing. They charged Molly with acquiring information about women’s fantasy sport participation and gave her a 3-week window to learn more and report back. She found that women’s top perceptions of the activity were that: (a) the activity was time consuming; (b) the activity required research, surveillance, and information; (c) they had no interest or understanding of it; (d) they felt the activity was too competitive; (e) they thought it wasn’t real; and (f) they still had a positive opinion of fantasy sport. With this new information, marketing decisions could now be made to address existing concerns by women regarding fantasy sport participation.

One Nation, Two Teams: Repositioning the Toronto Blue Jays Among the Threat of a New Entrant

While many teams face difficult decisions regarding their branding, this case emphasizes how external factors can dictate marketing strategies. The Montreal Expos returning to Major League Baseball poses many threats and opportunities for the Toronto Blue Jays. As a result, the Blue Jays must reconsider their use of national identity in their branding—and whether it is appropriate to transition from being Canada’s only team to now sharing the market with the Expos. Nevertheless, the Expos’ return to Major League Baseball provides the Blue Jays with an opportunity to explore new marketing strategies. Case participants are tasked with repositioning the Blue Jays’ marketing strategy in response to the Expos’ return.

Developing a Cash Budget for the Savannah Squares

Like many sport organizations, the Savannah Squares Minor League Baseball franchise is a seasonal business. The team earns most of its revenue during the playing season and must manage its cash effectively throughout the fiscal year. Fixed costs and other cash expenditures often fall into a pattern that differs from the cash receipts schedule. Poor cash management, inaccurate budgets, and improper execution of annual budgets lead to costly cash shortfalls. For the Savannah Squares, annual pro forma budgets have predicted tight but positive earnings for the past few years; however, monthly shortages have led to penalties and late fees that ate into profits and caused financial strain on the organization. Using historical trends and other available data, Juan Hernandez has decided to create a cash budget to identify months with cash surpluses and shortfalls so that he can implement better cash management strategies.

Innovate Sports Officiating With Design Thinking

Youth sports is facing a crisis that threatens the ecosystem of youth sports. Innovation—the ability to generate and execute new ideas—is needed to stem the negative tide of a declining and aging officiating pool and improve the recruitment and retention of sports officials. Without creative problem solving and innovation by many different stakeholders in youth sports, the benefits that children receive from participating in sports are threatened by the lack of qualified officials to referee competitive games and matches. This case pushes students well past the news headlines of angry parents yelling at officials and deep into several problem spaces that emerge from the application of design thinking. Students are introduced to design thinking and prompted to innovate solutions to problems framed using the design thinking process. Students can select a preidentified problem space, then work through an ideation session facilitated by the instructor.

Hey Alexa, Launch Twitch: Using Sport Sponsorship to Drive Business Development

In this case study, students will explore how sport sponsorship can be used to drive business development. They will follow the fictitious story of Amazon, developing a plan to expand its operations into the Middle East through the eSports platform Twitch. Twitch, a video game livestreaming site has contributed to the rise popularity of eSports. Thanks to its appeal to the youth demographic, it is revealed Twitch offers a unique platform that can give Amazon a competitive advantage. This aligns with the Middle East’s increasing interest in becoming a global sport leader. After further exploring the Middle East market, the potential value of this sponsorship will be determined. In addition, business-to-consumer strategies will be consulted to justify the plan put forward by Amazon. Learning objectives include understanding the role of new media and being able to understand the early phases of a sponsorship plan.

Empty Stands and Empty Pockets: Revenue Generation in a Pandemic

The COVID-19 pandemic changed not only the way professional sports were played in 2020, but also changed the way sport-related organizations had to operate. An example of this is a fictional sports app, FanStand, that primarily offered opportunities for sports teams to engage fans through team information, in-game trivia and contests, services at games, and the purchasing of tickets and merchandise. The primary use of the app was inside arenas and stadiums, meaning that when COVID-19 stopped all play, the app was not used. Even as professional sport returned to play, fans were not attending in-person games and were not using the app. The purpose of this case study is to consider how apps like FanStand can generate revenue during the COVID-19 outbreak and beyond, using strategic and operational planning, as well as stakeholder theory, to account for various groups and individuals who are impacted by the decisions FanStand makes during this time.

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Defining sport management case study research

This is an excerpt from research methods and design in sport management by damon andrew,paul m. pedersen & chad mcevoy..

Sport management scholars, students, and practitioners can turn to the case study as a research tool when they want to gain a deeper understanding of an actual (real-life) sport industry phenomenon or issue (e.g., decision-making processes used by athletic directors, the effects of team relocation, a sport merchandise company's approach to expanding globally). Investigators can use case study methodology to verify a theory in the real world (e.g., examining the validity of a theory in a particular sport organization or situation), to study the precise characteristics of a unique situation in order to make comparisons to other situations, or to research a phenomenon that has not been studied in order to discover new features (Ghauri & Gronhaug, 2005). Therefore, in addition to examining and solving practical issues in the sport industry, case study research in sport management can also involve testing existing theoretical concepts or even creating new theories (Maylor & Blackmon, 2005). In case study theory-testing work, the investigator can examine a case in order to evaluate, strengthen, or challenge a theoretical proposition (Edwards, 1998).

Case studies typically explore, describe, illustrate, or explain a selected phenomenon in sport management. Case study research comes in three types (i.e., serves three purposes) that often overlap in sport management: explanatory, exploratory, and descriptive (Maylor & Blackmon, 2005). As detailed by Yin (2003), exploratory and descriptive case studies often answer research questions that address who, what, when, and where. In explanatory case studies, however, the investigator seeks to answer questions about how and why. For example, you could use an explanatory study to gain understanding of how sport marketing professionals have used a particular promotion to sustain consistently high attendance regardless of their team's wins and losses. You could also use an explanatory case study if you wanted to understand why baseball ownership and management failed to adequately address the issue of steroids in the 1990s. Most case studies in sport management are focused on answering the how and why research questions.

Communication studies pioneer Wilbur Schramm (1971) illustrates the use of these questions in his definition of a case study: “The essence of a case study is that it tries to illuminate a decision or set of decisions: why they were taken, how they were implemented, and with what results” (p. 21). Denizen and Lincoln (1998b) explain that the term case study is used “because it draws attention to the question of what specifically can be learned from a single case” (p. 86). The most widely accepted definition is offered by Yin (2003): “A case study is an empirical inquiry that investigates a contemporary phenomenon within its real-life context, especially when the boundaries between phenomenon and context are not clearly evident” (p. 13). Yin continues by noting that a case study “relies on multiple sources of evidence, with data needing to converge in a triangulating fashion, and . . . benefits from the prior development of theoretical propositions to guide data collection and analysis” (p. 14). Thus, a sport management case study is a research strategy built on theory and involving multiple sources of data collection (e.g., interviews, observations, documents).

Moving forward from these general definitions, a researcher can find numerous ways to frame sport management research in relation to popular definitions of case study. For instance, in applying Zikmund's (1991) definition to sport management, we would define a case study as an exploratory research technique used in sport management to intensively investigate a situation. Kirk's (1995) definition is also excellent when applied to sport management: A case study is examining (e.g., observing, exploring) certain factors of a sport management subject (e.g., people, company, organization, system) for some period of time.

A sport management investigator using case study methodology focuses on a specific, actual phenomenon in a practical, natural, or real context. For example, Amis et al. (2004) examined radical change in organizations by looking at the influence of various factors (e.g., organizational capacity, power, interest) in six uniquely designed Canadian national sport organizations. The typical case study—which involves little (and usually no) intervention, manipulation of behavior, or control over the events being studied by the investigator (Velde et al., 2004)—is facilitated through the use of several research strategies—for example, content analysis, use of a survey instrument, and archival procedures. In the study by Amis et al. (2004), their two primary research strategies involved conducting interviews and performing documentary analyses of governmental reports and newspaper articles. Because a case study uses several research methodologies, it should not be viewed as synonymous with an observation study or a historical treatise. For instance, although a contemporary case study researcher in sport management functions in a fashion similar to that of a sport historian in examining documents, artifacts, and archives, he or she also tends to use other sources of evidence (e.g., observations) not typically used by historians.

A case study generally entails in-depth examination of a single case (e.g., a certain sport industry phenomenon, group, situation, team, event, organization, or process). Even though a case study involves only one unit (N=1), the research process engages many variables and requires data collection and integrative interpretation (Ghauri & Gronhaug, 2005) of information from multiple sources, such as interviews with sport management personnel, observations of fans, archival data from organizational files, historical information, surveys of sport event participants, and analyses of documents (e.g., sport marketing plans, team budget and financial reports, newspaper articles, advertisements). As explained by Velde et al. (2004), case study research addresses the “degree to which the results and conclusions of the various data collection methods point in the same direction” (p. 79). In addition to the single-case approach (e.g., examining one sport organization), case study research can also involve studying multiple cases (e.g., performing a comparative case study of several sport organizations). Therefore, in the next section we examine both the single-case and the multiple-case study designs associated with this qualitative methodological approach.

Defining sport management case study research

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Preparing the case, drafting the case.

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Before you begin writing, follow these guidelines to help you prepare and understand the case study:

Take notes, highlight relevant facts, underline key problems.
Identify two to five key problems
Why do they exist?
How do they impact the organization?
Who is responsible for them?
Review course readings, discussions, outside research, your experience.
Consider strong supporting evidence, pros, and cons: is this solution realistic?

note: from Ashford University Writing Center

Once you have gathered the necessary information, a draft of your analysis should include these sections:

Identify the key problems and issues in the case study.
Formulate and include a thesis statement, summarizing the outcome of your analysis in 1–2 sentences.
Set the scene: background information, relevant facts, and the most important issues.
Demonstrate that you have researched the problems in this case study.
Explain why alternatives were rejected
Constraints/reasons
Why are alternatives not possible at this time?
Provide one specific and realistic solution
Explain why this solution was chosen
Support this solution with solid evidence
Concepts from class (text readings, discussions, lectures)
Outside research
Personal experience (anecdotes)
Determine and discuss specific strategies for accomplishing the proposed solution.
If applicable, recommend further action to resolve some of the issues
What should be done and who should do it?
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The Future Is Now: Preparing Sport Management Graduates in Times of Disruption and Change

W. james weese.

1 School of Kinesiology, Western University, London, ON, Canada

Michael El-Khoury

Graham brown.

2 Catapult Career Advantage, University of Windsor, Windsor, ON, Canada

W. Zachary Weese

Associated data.

The original contributions presented in the study are included in the article/supplementary material, further inquiries can be directed to the corresponding author.

COVID-19 disrupted the world, and the impacts have been experienced in many areas, including sport and higher education. Sport management academicians need to reflect on the past two years' experience, determine what worked and what did not work, and avoid the temptation of automatically returning to past practices. The authors of this manuscript applied the disruption literature and propose transformative changes in what sport management academicians teach (e.g., greater emphasis on innovation, entrepreneurship, automation, critical thinking skills to facilitate working in flexible environments and across areas), how colleagues teach (e.g., heightened integration of technology, blended learning models) and where colleagues teach (on-campus and distal delivery modes, asynchronous and synchronous delivery to students on campus and across regions/countries). Examples of start-up companies and entrepreneurial ventures are offered to help illustrate the changing sports landscape and the emerging opportunities for current and future students, graduates, and professors. Sport management professors are offered some suggestions to assist them in seizing this opportunity.

Introduction

The late Harvard professor Clayton Christensen introduced the concept of “disruptive innovation” to the business literature by describing how nimble and future-oriented organizations did things differently, and in doing so, effectively differentiated themselves from their competitors. These organizations accurately forecasted trends, precisely determined emerging consumer wants and needs, and effectively delivered new or adapted programs and services that heightened their competitive advantage and increased their market share (Christensen and Eyring, 2011 ; Christensen et al., 2011 ). Less agile organizations led by leaders who refused to embrace strategic change were negatively impacted and put out of business in some cases. History has provided countless examples of companies and industries that have followed this course. Estrin ( 2015 ) chronicled one of the most poignant examples of a company not paying attention to the changing times in the example of Kodak. This company was once the industry leader in the field of photography. According to Estrin ( 2015 ), Steve Sasson, a young engineer, pitched the futuristic idea of the digital camera to the firm in 1975. Leaders summarily dismissed the idea and quickly pointed to Kodak's leadership position in the film and image reproduction areas. Unfortunately, they missed the bigger picture, and when Fuji and Nikon developed their digital camera 10 years later, Kodak paid the price. Five years after this launch, Kodak was out of business (Estrin, 2015 ).

Other examples of industries being disrupted can be observed in how Nike trumpeted Reebok in the athletic apparel and footwear fields or how Netflix transformed the video rental business with electronic delivery that quickly put Blockbuster out of business. Think of the impact that both Uber and Airbnb have had on the ride-sharing and hotel industries. Organizations must anticipate changes in their industry and adapt their strategies and practices. Failure to do so puts them at risk of being left behind. COVID-19 has accelerated the need for industries and their practices to adapt (Huber and Sneader, 2021 ).

Industry leaders must also embrace technological advancements. Despite their recent entries into the marketplace, organizations that have embraced innovation and technology have redefined their industries and are thriving (e.g., Amazon, Shopify, Google, Uber, Airbnb, Skip the Dishes). Huber and Sneader ( 2021 ) suggested that some of the practices forced on providers and consumers during COVID-19 will remain long after the pandemic subsides. They offered examples like telehealth, e-commerce, and heightened use of automation as examples of the changes necessitated by the pandemic, but likely to become standard practice.

Furthermore, the start-up/venture capitalist culture has risen in the 21st century and has disrupted many markets (Christensen, 2003 ). A start-up company is defined as a newly founded organization or entrepreneurial venture in the beginning phases of development (Cannone and Ughetto, 2014 ). These organizations are nimble, meet a need, and are adaptable (Robehmed, 2013 ). According to Lee ( 2016 ), they have a different organizational culture than traditional organizations. They require less “bricks and mortar” infrastructure and rely more on spaces that facilitate idea generation, heightened synergy, and technology interfaces for remote collaborations (Lee, 2016 ). These characteristics appeal to many recent graduates seeking an appropriate blend of challenge and freedom in their work experiences (Gabrielson, 2019 ). Given the disruptive forces impacting sport, they may prove to be a growth area for sport management graduates.

Disruptive Impacts on Sport

Significant changes are taking place in how society engages in sport as participants and spectators. Attendance at some professional sporting events has been in decline in many markets over the past decade (Stebbins, 2017 ; Damgaard, 2018 ; Suneson, 2019 ), and it typically comprised of older fans (Bryne, 2020 ). COVID-19 significantly altered attendance patterns, and as some suggest, permanently (Ratten, 2020 ; Wilson, 2021 ). Many sports leagues were shut down, and others were required to operate with limited numbers of spectators. Out of necessity, fans were forced to consume sport through television and social media vehicles (Goldman and Hedlund, 2020 ; Hull and Romney, 2020 ). Mastromartino et al. ( 2020 ) suggested that broadcasting and social media advancements have enriched and transformed the fan experience. Will fans return to their previous ways of physically attending games once the pandemic subsides? Some (Mastromartino et al., 2020 ; Ratten, 2020 ; Wilson, 2021 ) suggest that many will not.

Given the consumption pattern shifts and the economic consequences of COVID-19, it is reasonable to assume that the traditional size of the sports organizations that previously employed our graduates will be smaller, and those working in these organizations might be required to do more with less. Some graduates may need to assume new or expanded roles. Current and future graduates will need to be critical thinkers, flexible, adaptable, and confident working across disciplinary areas. Some may wish to strike out on their own and use their entrepreneurial backgrounds to create their own employment (Escamilla-Fajardo et al., 2020 ). Some may find employment in alternative settings like start-up companies. These realities point to the undeniable fact that sport management students will need a new kind of education—one that prepares them to be highly adaptable, innovative, and progressive. They will need to be entrepreneurial. They will need to understand automation (Johnson, 2020 ) and the impacts that technological advancements have on our field, and their employment prospects.

The Sport and Technology Connection

Technology and sport have become increasingly dependent on each other during the COVID-19 period. The authors of this manuscript and others (e.g., Readwrite., 2018 ; Pizzo et al., 2018 ; Proman, 2019 ; Reitman et al., 2019 ; Finch et al., 2020 ) predict that technology will exponentially increase in the coming years create boundless opportunities for progressive leaders in sport management. This scenario may be especially true for those who embrace start-up industries in sport (e.g., esport), which will use technology to keep fixed costs low and penetrate emerging markets (Finch et al., 2020 ).

The start-up company concept originated in the Silicon Valley in the 1980s (Larsen and Rogers, 1984 ). According to Fontinelle ( 2020 ), start-up companies emerged to develop and deliver unique products or services that could more effectively meet the needs of the marketplace. These companies typically started small before expanding into larger enterprises. Some of today's leading companies (e.g., Amazon, Shopify, Microsoft, McDonald's, Apple) began as start-up companies.

However, according to Au ( 2017 ), the sports marketplace is one of the more difficult sectors for new brands to integrate. In Canada, there are only a few incubators and sports laboratories to support start-up companies. Some, like Ryerson University's Future of Sport Lab , is a joint effort between the university and Maple Leaf Sport and Entertainment (MLSE) and is an incubation hub that supports research and innovation that often leads to partnerships with private or public funding groups (Start-up Here Toronto, 2019 ). The University of Guelph proudly supports the International Institute for Sport Business and Leadership (n.d), a start-up that brings academic and industry leaders together to identify and pursue action research projects. These kinds of programs represent the new thinking that is required in sport management. The emergence of other start-up companies in sport highlights the explosive growth of this area.

Virtual Reality (VR) and, in particular, esports represent a rapidly growing segment in the sports industry (Jonasson and Thiborg, 2010 ; Funk et al., 2018 ; Collis, 2020 ), and by extension, an area that sport management scholars should integrate into their teaching and research programs. While initially designed for children and youth, interest and participation have also spawned into older populations. According to Clement ( 2021 ), there were 2B world-wide video gamers in 2015, and the number is expected to grow to 3B by 2023. The Canadian Sport Daily ( 2020 ) supported this growth prediction by reporting that there were 2.7B worldwide video gamers by the end of 2020. Alton ( 2019 ) noted similar growth in viewership of competitive gaming events. She noted that esports had a world-wide fan base in excess of 454M, up from 380M in 2018 (Willingham, 2018 ) and was experiencing a growth rate of a 14% per year. In comparison, and prior to the onset of pre-COVID-19, the NCAA Men's “March Madness” Basketball Tournament had viewership that maximized at 28M (Wilson, 2021 ). Imagine the advertising and branding opportunities esports provides corporations looking to reach a young and emerging market. Some speculate that esports games will soon be included in major international events, such as the Asian Games in 2022 and the Paris Olympics in 2024 (Kocadag, 2019 ). The future for esport is bright (Mulcahy, 2019 ). Advancements in, and access to technology will fuel future growth. The same could be said for another growth area in sport, namely, legalized gambling. Online sports gambling is proving to be a highly profitable and permanent fixture impacting sports spectatorship. Are sport management scholars also discussing these developments in their classrooms, and are they preparing graduates to compete in these types of emerging areas? Sport and sport management have been disrupted, and as noted below, so have the institutions traditionally preparing sport management graduates and leaders of the future.

Disruptive Impacts on Higher Education

Kak ( 2018 ) and Levin ( 2021 ) have called for significant change in higher education for some time. They argued that the 20th-century models need to be updated in terms of what is taught and how it is delivered. Automation, artificial intelligence, hologram technology, and advances in telecommunications offer unlimited opportunities for changing how academic programs can be constructed and delivered.

Govindarajan et al. ( 2021 ) suggested that COVID-19 has accelerated the change process. As a result of COVID-19, lecture theaters and campuses were abandoned, and professors were forced to integrate technology and implement remote teaching strategies for their students. Naturally, there were bumps along the way given this sudden shift. Professors and students both claimed to have missed the relationship-building aspects that in-person delivery offers to support and inspire learning. However, while many students and professors struggled with this adaptation and longed for pre-pandemic practices, some students and professors thrived in this new environment. Many would like some of these new practices to continue. Some students have reported that they liked the pace and flexibility of taking their classes remotely and in an asynchronous format. Many stayed at home and saved money previously spent on transportation, accommodations, and parking. Professors found that the heightened use of technology could enrich their courses. Small group discussions could be effectively facilitated through virtual chat rooms. Professors could integrate internationally-renowned experts into their courses who didn't need to travel to deliver guest lectures. In some sectors of our campuses, productivity increased. The pandemic proved that there were other ways of delivering higher education, and once again, necessity proved to be the “mother of invention.”

As a result, Levin ( 2021 ) and Govindarajan et al. ( 2021 ) encouraged professors and program leaders to reflect deeply on the needs of students, the content of courses, and be open to adopting some of the practices that had to be implemented during the pandemic. Perhaps programs, courses, or parts of each could be more effectively delivered in virtual or a hybrid of virtual and face-to-face formats. They made a case for progressively integrating more digital technologies (e.g., remote delivery, holograms) to enrich learning. Some students may prefer the benefits of remote delivery (or perhaps some combination of time on campus and time in remote delivery modes). If this delivery option exists, new cohorts of students might be drawn to the sector. Recognizing the benefits and cost savings of some remote learning, in whole or part, might prompt some institutions to reduce their infrastructure footprint. Some campuses could adopt a blended model where students in the first and final years have an on-campus experience, while those in the middle years consume their programs from a remote setting. Some of the more reputable institutions may take this opportunity to significantly expand their high-demand programs previously restricted by space realities.

Think of the cost savings for some students if they did not have to be on campus for their entire university experience. Think of program expansion opportunities if courses, programs, or parts of programs could be delivered through distance education. Consider the cost savings if universities could more discriminately rationalize program offering and efficiently share courses or parts of programs with other institutions. Incremental revenue could be generated from selling or renting some freed-up land or buildings. The high costs of constructing and operating facilities could be reduced. Program officials could offer more courses in asynchronous formats so students could consume their courses at a pace and time that is advantageous to them. Academic leaders and governing boards more effectively future-proof higher education by adopting some of these practices. Fiscal realities and societal pressure might demand such action.

It is a challenging time, and neither sport nor sport management educational programs are immune from the disruptive forces and seismic changes outlined above. Graduates are now entering employment opportunities that are less structured, more fluid, and less permanent (Vedder et al., 2013 ). The situation has been exponentially accelerated by the economic and labor market disruptions of COVID-19 (Gentilini et al., 2020 ). Bold questions must be addressed. Are colleagues delivering what sport management students need? Are they preparing graduates to be thought leaders who are entrepreneurial, independent, and confident to navigate careers in times of rapid societal change? Are graduates critical thinkers who can adapt and work across a number of areas given the anticipated smaller workforces? Is the content of sport management programs cutting-edge and progressive? Are the tuition and related educational cost structures for students realistic and affordable given the market forces, value propositions, and economic times (i.e., current and predicted)? Sport management colleagues must adapt to thrive given the changes taking place in sport, sport management, and higher education (Christensen and Eyring, 2011 ; Christensen et al., 2011 ).

COVID-19 has been a devastating virus that has disrupted society in innumerable ways. It will also have far-reaching implications on institutions of higher learning and in the ways that society participates or consumes sport. Organizations that prevail will be nimble, progressive, and innovative. Implementing some or all of the suggestions outlined below could improve and modernize our academic programs. Colleagues can lead change by:

Developing and delivering a curriculum that covers the traditional areas like leadership, finance, economics, analytics, as well as the emerging areas in the field like innovation, entrepreneurship, automation, artificial intelligence, and start-up companies.
Expanding experiential learning opportunities for students beyond the traditional sport settings and include opportunities in emerging organizations like start-up companies. Students need to understand the rules of engagement in emerging technologies and the realities of working in agile, risk-taking ventures.
Implementing higher levels of technology into the curriculum to bring world experts into the digital classrooms. Industry leaders (from across the globe) can be beamed into digital classrooms with minimal expense via Zoom or hologram technologies. Technological advancements allow for virtual meeting rooms where smaller groups of students can have deeper discussions and reflection sessions.
Using technology to share courses and professors between campuses and expanding digital platforms to reach more students in synchronous and asynchronous formats. Many universities are facing fiscal challenges. Courses between campuses could be shared to enrich the experience and preparation of students at little or no cost to the host institutions. Sport management could be leaders in this synergistic approach.
Ensuring that guest speakers, case studies, and classroom examples are drawn for diverse fields (e.g., start-up companies, venture capitalists, e-sports, gaming, fantasy sports, sports gambling) in addition to those from traditional sports settings.
Expanding experiential learning opportunities for students by investing in case competitions that include examples from start-up companies and other emerging areas in the field. These rich learning opportunities allow students the opportunity to apply course content and, if also drawn from emerging industries, can help keep the program current. To increase application and underscore relevance, have practitioners pose the challenge question and involve them in evaluating the proposed solutions.

The impact of COVID-19 has accelerated the need for change in sport, sport management and in the institutions that house sport management educational programs. Sport management colleagues are encouraged to reflect on the suggestions outlined above and ensure that the programs delivered to students align with the current and emerging developments in the industry and in higher education.

Data Availability Statement

Author contributions.

JW took the lead in the preparation of this article. ME-K, GB, and ZW are former students and sport management leaders who have experience in the industry, recognize the disruption that has taken place in recent years, and have experience working with recent graduates of our sport management programs, and provided helpful insights and examples that have been integrated into this article. All authors contributed to the article and approved the submitted version.

Conflict of Interest

GB was employed by company Catapult Career Advantage. The remaining authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest.

Publisher's Note

All claims expressed in this article are solely those of the authors and do not necessarily represent those of their affiliated organizations, or those of the publisher, the editors and the reviewers. Any product that may be evaluated in this article, or claim that may be made by its manufacturer, is not guaranteed or endorsed by the publisher.

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Defining sport management case study research

This is an excerpt from research methods and design in sport management by damon andrew,paul m. pedersen & chad mcevoy..

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Volume 4 (2015): Issue 1 (Jan 2015)

Case studies in sport management.

[66.249.64.20|185.80.149.115]
185.80.149.115

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IMAGES

Saving the Life of a National Sport Organization With Strategy and
9781856178198: Sport Management: Principles and Applications
How To Build A Career In Sports Management?
What Can I Do with a Sports Management Master's Degree?
(PDF) Institutionalization Of Sport Clubs: Case Study Of Sport Managers
(PDF) A Case Study of a High School Sport Program Designed to Teach

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3250 Classroom Management Case Study
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COMMENTS

Case Studies in Sport Management
Case Studies in Sport Management (CSSM) is the only journal dedicated to case studies in sport management.It is the Official Case Study Journal of the Commission on Sport Management Accreditation (COSMA). CSSM serves as a searchable library of cases that instructors can use in incorporating the case method of learning into their classrooms. The journal is continually updated with new cases as ...
Sports: Articles, Research, & Case Studies on Sports
Read Articles about Sports - HBS Working Knowledge: The latest business management research and ideas from HBS faculty. Skip to Main ... A Case Study in Purpose-Driven Decision Making. Re: Robert Simons ... Professor Geoffrey Jones explores the pros and cons of the globalization and commercialization of sport in his case, spanning from the ...
Sport Management Case Studies Repository
The Sport Management Case Studies Repository is the result of an interdisciplinary collaboration between Dr. Jess Dixon at the University of Windsor and Dr. Orland Hoeber at the University of Regina. It combines Dr. Dixon's work in collecting and organizing case study material to support teaching sport management topics with Dr. Hoeber's interest in developing and studying interactive ...
Case Studies in Sport Management Volume 11 Issue 1 (2022)
The Small College Financial Crunch: Using Athletics as a Leading Form of Enrollment Management. CASE STUDY 8. Costing Participation in Sport: The Best Option Dilemma of a Student-Athlete. "Volume 11 (2022): Issue 1 (Jan 2022)" published on 01 Jan 2022 by Human Kinetics, Inc..
Case Studies in Sport Management Volume 9 Issue 1 (2020)
Volume 9 (2020): Issue 1 (Jan 2020) in Case Studies in Sport Management. Print ISSN: 2372-5540. Online ISSN: 2167-2458. CASE STUDY 1. London Calling: A Semester in the World's Sporting Capital. CASE STUDY 2.
Case Studies in Sport Management
Baseball Canada noticed a similar trend and therefore implemented an innovative approach to increase interest and participation in baseball. This case study follows Alex, the Manager of Sport Development at Baseball Canada, as they develop and evaluate Baseball5™, an innovative street version of the traditional sport of baseball.
PDF Case Studies in Sport Management
Volume 2 Case Study 2 IN SPORT MANAGEMENT C ase S TUDIES yr ibut epr mission. T EACHING N OTES Audience: The British Petroleum (BP) and London Organising Committee of the Olympic Games (LOCOG) case is designed for use at both the undergraduate and graduate level. Learning objectives: In this case, the specific objectives are for students to:
Qualitative Research in Sport Management: Case Study as a
Abstract. This paper presents qualitative research in sport management and suggests that case study is an appropriate qualitative methodology for research and practice in sport finance. The purpose of qualitative methodology is presented along with the process of a case study. The intention of this paper, for academicians working in sport ...
Sport Management Core Resources
Case studies in sport management Case Studies in Sport Management (CSSM) is the only journal dedicated to case studies in sport management. CSSM serves as a searchable library of cases that instructors can use in incorporating the case method of learning into their classrooms. The journal is continually updated with new cases as they are ...
Defining sport management case study research
Defining sport management case study research This is an excerpt from Research Methods and Design in Sport Management by Damon Andrew,Paul M. Pedersen & Chad McEvoy.. Sport management scholars, students, and practitioners can turn to the case study as a research tool when they want to gain a deeper understanding of an actual (real-life) sport industry phenomenon or issue (e.g., decision-making ...
International Cases in the Business of Sport
International Cases in the Business of Sport is a truly international text examining sports from a global perspective and including case studies on: football, rugby, baseball, athletics, cricket, motor sports and sailing. There is a companion website available for tutors using this text with further analysis, more cases and extra questions and ...
Case Studies in Sport Management Volume 8 Issue S1: Special Issue
in Case Studies in Sport Management. Print ISSN: 2372-5540 Online ISSN: 2167-2458 ... Workplace Dynamics in Professional Sport: A Case Study of Identification, Political Skill, and Personal Control. CASE STUDY 6
Small College Sport Management Students: A Population ...
A case study method was appropriate in this case to examine the bounded system, or 'instance in action' ( Simons, 2009) of a sport management education program. This case study was situated in a private, 4-year, not for profit college in the Southeastern United States. The institution enrolls approximately 2600 students, almost all of whom ...
How to Write a Case Study
Identify the key problems and issues in the case study. Formulate and include a thesis statement, summarizing the outcome of your analysis in 1-2 sentences. Background. Set the scene: background information, relevant facts, and the most important issues. Demonstrate that you have researched the problems in this case study. Alternatives
The Future Is Now: Preparing Sport Management Graduates in Times of
Disruptive Impacts on Sport. Significant changes are taking place in how society engages in sport as participants and spectators. Attendance at some professional sporting events has been in decline in many markets over the past decade (Stebbins, 2017; Damgaard, 2018; Suneson, 2019), and it typically comprised of older fans (Bryne, 2020).COVID-19 significantly altered attendance patterns, and ...
Case Studies
Harvard Business Publishing case studies cover all areas of management, business planning, marketing, accounting, finance, organizational behavior, entrepreneurship and more. The case studies range from 10 to 30 pages in length and often include an author provided guide, called a "teaching note," on how to teach the case in the classroom.
Case Studies in Sport Management Volume 8 Issue 1 (2019)
Volume 8 (2019): Issue 1 (Jan 2019) Print ISSN: 2372-5540. Online ISSN: 2167-2458. CASE STUDY 1. To Grow or Not to Grow: Strategy Development at PGC Basketball. CASE STUDY 2. Enhancing the Fan Experience at Live Sporting Events: The Case of Stadium Wi-Fi.
Sport Management in the Middle East
Written by a team of world leading researchers in Middle Eastern sport, and illustrated in full colour throughout, the book examines the importance of sport in the Middle East and introduces its particular management processes, structures and cultures. As well as providing an overview of the region's sporting strategy and key stakeholders ...
PDF AMPLE CASE STUDY SPORTS ENTERTAINMENT ANAGEMENT
CASE STUDY SITUATION Background Information The Hall of Fame Municipal Auditorium is an indoor sports and entertainment venue located in a larger city within the Mid-South region of the United States. Constructed in the 1970's, the facility was originally designed to house minor league sports teams and special concerts. It was
Defining sport management case study research
Kirk's (1995) definition is also excellent when applied to sport management: A case study is examining (e.g., observing, exploring) certain factors of a sport management subject (e.g., people, company, organization, system) for some period of time. A sport management investigator using case study methodology focuses on a specific, actual ...
Sports Facility Management
A case study method is used for holistic and in-depth analysis on a real sports facility-the Multipurpose hall / Ice rink in Delnice. In addition to describing the current situation, the analysis ...
Case Studies in Sport Management Volume 7 Issue 1 (2018)
2372-5540. Online ISSN: 2167-2458. CASE STUDY 1. Use of Decision Tree Model in Sport Management. CASE STUDY 2. College Sport and Declining Stadium Attendance: Designing Adaptive Strategies. CASE STUDY 3. Event Planning and Leveraging for Sport Tourism Development: The Case of a Rural Motorcycle Event.
Media
Locations. KPMG offices across the United States are home to thousands of dedicated teams, providing high-quality audit, tax, and advisory services to some of the world's largest organizations. We have deep roots across the American business landscape, with a rich history that spans more than 130 years.
Case Studies in Sport Management Volume 4 Issue 1 (2015)
Volume 4 (2015): Issue 1 (Jan 2015) Print ISSN: 2372-5540. Online ISSN: 2167-2458. Case Study 1. An Age-Old Problem in Little League Baseball. Case Study 2. Regulating Student-Athlete's Inappropriate Social Media Usage.

Beyond Goals: David Beckham's Playbook for Mobilizing Star Talent

Muhammad Ali: A Case Study in Purpose-Driven Decision Making

Is Baseball Ready to Compete for the Next Generation of Fans?

Team Success Starts with the Individual—and with Love

What Actually Draws Sports Fans to Games? It's Not Star Athletes.

Mixing Sports and Money: Adidas and the Commercialization of the Olympics

Consuming Contests: Outcome Uncertainty and Spectator Demand for Contest-based Entertainment

Lessons from the NFL: Virtual Hiring, Leadership, Building Teams and COVID-19

NFL Head Coaches Are Getting Younger. What Can Organizations Learn?

Sports: Lessons for Managers

More Effective Sports Sponsorship—Combining and Integrating Key Resources and Capabilities of International Sports Events and Their Major Sponsors

Is it Worth a Pay Cut to Work for a Great Manager (Like Bill Belichick)?

NFL Black Monday: How Much Do Coaches Really Matter?

What’s the Value of a Win in College Athletics?

Winners and Losers at the Olympics

Case Studies in Sport Management Latest Publications

Leveraging Sports Events for LGBTQ2+ Inclusion: Supporting Innovation in Organizational Culture and Practices

When Hockey Won’t Sell in Minnesota: Using Design Thinking to Innovate the Ticket Service

Sport4Change: Adapting to COVID-19 Through Innovation

An Innovative Approach to Increasing Youth Sport Participation: The Case of Baseball5™

Recruiting Women to a Male-Dominated Activity: A Case Study of Women’s Nonparticipation in Fantasy Sport

One Nation, Two Teams: Repositioning the Toronto Blue Jays Among the Threat of a New Entrant

Developing a Cash Budget for the Savannah Squares

Innovate Sports Officiating With Design Thinking

Hey Alexa, Launch Twitch: Using Sport Sponsorship to Drive Business Development

Empty Stands and Empty Pockets: Revenue Generation in a Pandemic

Export Citation Format

Defining sport management case study research

Latest Posts

Sport Management & Marketing Guide

How to Write a Case Study

The Future Is Now: Preparing Sport Management Graduates in Times of Disruption and Change

Michael El-Khoury

W. Zachary Weese

Introduction

Disruptive Impacts on Sport

The Sport and Technology Connection

Disruptive Impacts on Higher Education

Data Availability Statement

Conflict of Interest

Publisher's Note

Sport Management

Recommended Resources for Case Studies

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Volume 4 (2015): Issue 1 (Jan 2015)

IMAGES

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