The sport value framework - a new fundamental logic for analyses in sport management

Research question: Sports economic theory and management models have frequently been criticised for not sufficiently explaining phenomena in sport management. This article addresses this gap by proposing a conceptual framework that can be used to understand sport management problems and derive appropriate strategies. Research methods: The framework proposed in this conceptual article has been developed through a critical review of existing literature on sport management and theoretical considerations based on the service-dominant logic. Results and findings: The sport value framework (SVF) provides 10 foundational premises on value co-creation in sport management and suggests three levels for its analysis. The main contribution is a new and better theoretical basis for explaining phenomena in sport management compared with traditional sport economic thinking. Moreover, the SVF provides guidance in structuring research in sport management. Implications: The framework encourages researchers and practitioners to rethink their strategies by applying a different logic that captures the complexity of sport management. © 2014 © 2014 European Association for Sport Management

Factors influencing grant and sponsorship revenue for festivals

This article contributes to event management theory and practice, and more generally to sponsorship research, by examining grant and sponsorship revenue for festivals. In particular, a number of factors that appear to influence the amounts and sources of external revenues are examined for significant differences. Data obtained from 260 festival managers in Australia, Norway, Sweden, and UK are compared with respect to their events' revenue sources, ownership, and other factors thought to influence revenue. Statistical tests reveal that festival size (i.e., attendance), professionalism (as measured by staff members), and the "fit" between event and sponsor (as measured by type of event correlated with different sponsors and grant sources) significantly affect festival revenue. It is argued in the conclusion that by applying certain strategies festival managers can enhance their external revenue generation and support. Future research needs and theory development are discussed in the conclusions, focused on a new set of propositions derived from the analysis

Creating shared value and sport employees’ job performance: the mediating effect of work engagement

Research question: The salience of creating shared value (CSV) in innovating the process of social change has been acknowledged; however, we know little about CSV from views of employees who create shared value. This study examined how employees of a sport organization perceive their organization’s CSV, and assessed the connections between employee CSV perception, vision integration, work engagement, and job performance. Research methods: A new scale of employee CSV perception was validated using data from 207 employees within a sport organization in China. Structural equation modeling was performed, with a separate sample of 181 employees, to test the hypothesized relationships. The data were obtained through web-based questionnaires. Results and findings: Employee CSV perception – formed as a second-order factor including sport, social, and economic values – was positively associated with vision integration. Subsequently, vision integration had a positive relationship with in-role behavior (i.e. a measure of job performance), and this relationship was mediated by work engagement. Implications: This study advances a theoretical understanding of CSV from the employees’ perspective. Findings suggest that a sport organization can use CSV to increase employees’ adoption of its vision, work engagement, and in-role behavior through team-building activities that facilitate employees’ understanding of the vision