Public responsibility for abortion care and the role of law

As part of a global liberalising trend, the last two decades have seen abortion decriminalised in each of Australia’s States and Territories. In this article, we focus on New South Wales (NSW) – the country’s most populous jurisdiction – and locate the State’s abortion law reform in its global context. Abortion was decriminalised in NSW in 2019. As part of this, the State introduced a new legal framework that continues the long history of exceptionalising abortion in the legal regulation of heath care. Furthermore, while decriminalisation is a necessary modernising reform, it is not a guarantee of improved access to services. This has been the experience in a number of decriminalised jurisdictions, including NSW. In this, we argue that services remain simultaneously over- and under-regulated. Responding to this, and centring public responsibility for abortion care, we propose a model designed to advance universal access to abortion services. In this regard, there remains a central role for law and policy in improving health equity. In addressing the role of law in post-decriminalisation jurisdictions, we advance understandings of law as a determinant of health

Sport fans' roles in value co-creation

Research question The sports industry has witnessed sustained growth. The cultural, symbolic and stakeholder-embedded nature of sport provides a dynamic setting for developing service research. In this context, an evolution in the logic of value creation can be observed; fans are no longer passive receivers of value but, instead, can be active value co-creators. The sport fan exhibits distinctive characteristics and an ability and willingness to integrate resources and co-produce value propositions, which necessitates an understanding of fan value co-creation. We answer one key research question: what is the role of fans in value co-creation in sports? We do so by conceptually exploring the processes through which sport fans co-create and provide value propositions. Research methods We use case exemplars to provide a base for the theoretical consideration of the role of sport fans in value co-creation. We verify and consolidate the service-dominant logic (SDL) in the sport context. However, due to the high level of abstraction of the SDL as a general theory, we utilize consumer culture theory (CCT) as a middle range theory (MRT) to bridge the gap between contextual descriptions of the role of fans and the SDL. Results and findings Fans evaluate, redefine and reposition value propositions in different sport settings. The three roles of assimilators, adaptors and authenticators in value co-creation are identified through five case exemplars. We extend the theoretical understanding of the processes through which sport fans co-create value. Implications Knowledge of the distinctive characteristics of sport fans and their roles in value co-creation will assist managers in developing effective marketing propositions. Our theoretical contribution will generate new lines of research in the field

Moving beyond fan typologies: The impact of social integration on team loyalty in football

The purpose of this paper is to develop detailed insight into loyalty among football fans of Hibernian FC, moving beyond typologies to a more socially grounded approach. Issues explored include patterns of consumption, distinctions between fan groups, and antecedents of loyalty. The origins and development of the club are evaluated, and consumer fanaticism, football fan loyalty, consumption behaviour, and the sociological impact of fan communities are discussed. Data were collected using a variety of methods, including participant observation, in-depth interviews, and analysis of websites and fan forums. Key findings relate to the impact of family and community influences on loyalty, initial experiences of developing associations with the club, through to the impact of socialisation, and the lived experience of being a supporter. A supporter matrix is constructed as a portrayal of the loyalty found at the club. A range of theoretical implications is considered, and the matrix promoted as a tool for understanding loyalty in clubs with similar social structures and community connections

Sport Development in high performance sport: The Process of Attracting, retaining and nurturing athletes

Chapter 8 focuses on the importance of sport development in high performance sport. The chapter will present sport development processes and practices as the basis and backbone of athlete development in high performance sport (HPS). HPS is the top end of sport development and encapsulates any athlete that competes at an international and national level. The chapter will examine who (what sporting organisations and other stakeholders) is involved in the various stages of athlete development including the attraction, retention and nurturing process, in what ways (roles) and with what outcomes/pathways. Elite athletes are those who compete at the Olympic Games and various World Championships or play professional sports such as cricket, football and rugby. According to Dr Phil Jauncey, a sports psychologist with the Australian baseball team and the Queensland Bulls Cricket team, the current number of elite athletes in the USA is somewhere between 12 and 15 thousand and these athletes participate at the elite level for an average of between 3 and 5 years depending on the sport. Given that the population of the US is about 300 million, this means that the percentage of the US population that comprises elite athletes is less than 0.005%. If that is the case, how do these athletes defy the odds and make it to the top? Is success dependent on a mix of nature and nurture, and being at the right place at the right time? Or is success in elite sport a systematic process involving more than genetics, upbringing and luck? This chapter discusses the significance of sport development in the development of athletes. Sport development is an indispensable contributor to athletes' initial attraction to their sport and it is essential to the retention of these athletes in the sport system, to their transition to higher levels of competition, and to the nurturing of their long term performances and international success. Sport development is explained as being a management process and not solely a product of biological, psychological and physical attributes.Griffith Business School, Department of Tourism, Sport and Hotel ManagementNo Full Tex

The Influence of Passion on Sport Board Performance

Research on passion has significantly increased over the last years. Studies across a broad variety of academic disciplines have highlighted the role passion plays in influencing individuals’ motivations, cognitions, and behaviours. Thus far, studies have focused on the passion of sport employees, fans, amateur and elite athletes, and, more recently, board Chairs. The topic of passion is highly relevant for sport governance research because positive and negative emotions may emanate from it (Cardon, Wincent, Singh, & Drnovsek, 2009). The impact of passion on non-profit sport boards has not yet been investigated, despite the potential of emotions to influence the ability of boards to carry out their role (Brundin & Nordqvist, 2008). While there have been substantial efforts made to explore factors associated with board performance in the context of non-profit sport organisations (Hoye & Doherty, 2011; Ferkins, McDonald, & Shilbury, 2010), passion should be further considered to understand the antecedents of sport board performance. It is apparent that passion is more salient in sport compared to other contexts due to the unique emotional connection to and investment sport board members demonstrate. It is necessary to consider the importance of distinct sport context features to better understand board performance. Developing this knowledge is of key importance due to the potential benefits sport organisations can gain from a performing board. The purpose of this study is to examine the influence of passion on sport board performance. It examines a central question: how does passion influence the performance of sport boards? With their distinct formal leadership position on the board, Chairs are pivotal for board performance (Watson, Husband, & Ireland, 2020). Examining this question through the eyes of the Chairs represents an opportunity to explore passion from a leadership perspective as Chairs fulfil a leadership role in the harnessing process of passion on the board (Zeimers & Shilbury, 2020). The present study inductively analysed 19 interviews conducted with sport board Chairs from Australian National and State Sport Organisations. The data revealed that club representation, diversity, conflict of interests, collaborative governance and operational issues are circumstances salient for passion to occur. Passion is a dual edged dynamic that influences board performance. It represents a positive energy, a motivation, that positively impacts board climate and cohesion. Passion can also lead to board conflicts, unwise or emotionally driven decision-making, and poor governance practices and board performance. Findings showed that board structures mediate the effect of passion on board processes. This research makes three contributions. First, it provides evidence of the valuable and disruptive influence of passion on sport boards. This study demonstrates the value of studying passion, and the emotions that derive from it, as a significant individual factor shaping sport board performance. Second, given that previous passion research has limited its focus to the intra-personal outcomes of passion, developing knowledge on the group-based outcomes of passion by examining the consequences of passion at the board level represents a major theoretical contribution to the passion literature. Finally, this study further advances sport passion as a sub-field of passion and sport management research that still lacks diversity in the context of previous studies predominantly concentrated on professional sport organisations (Anagnostopoulos et al., 2016; Swanson & Kent, 2017). This research has practical implications given the recent recognition by Sport Australia in the sport governance principles that ‘even experienced directors can make decisions with their heart rather than their head’ (SA, 2020)