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Journal articles on the topic 'Sport management'

Author: Grafiati

Published: 4 June 2021

Last updated: 19 February 2023

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1

Herold, David M., Tim Breitbarth, Nico Schulenkorf, and Sebastian Kummer. "Sport logistics research: reviewing and line marking of a new field." International Journal of Logistics Management 31, no. 2 (October 2, 2019): 357–79. http://dx.doi.org/10.1108/ijlm-02-2019-0066.

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Purpose Although logistics management is a crucial part of local and global sports events, there is no research-driven characterization of “sports logistics management”. The purpose of this paper is to conceptualize a framework that allows for a more structured recognition of logistics in sports, in general, and sport event management, in particular. In addition, we conduct a systematic literature review of sports logistics management and locate opportunities for future research both for sports management and logistics management scholars. Design/methodology/approach Guided by Durach et al.’s (2017) systematic literature review approach, we identify key attributes and characteristics of sports logistics management. These are based on studies featuring at least partial aspects of logistics management in sports and sport events, and that were published between 2000 and mid-2019. Findings The study reveals that sports logistics management – meaning logistics activities in sports and sport event management – is a heavily under-researched area that provides an abundance of scientific opportunities. Based on the three sport event types of local/regional sport events, major sport events and mega sport events, the authors propose four sports logistics management pillars that are central to the proposed Sport Logistics Framework: venue logistics management, sports equipment logistics management, athletes logistics management, and fan and spectators logistics management. Practical implications By providing a conceptual framework for sports logistics, the authors progress towards informing the sport sector on relevant strategic and operational levels of logistics management and set the stage for empirical studies that are likely to advance sport logistics planning and management. Originality/value This is the first study that builds on a systematic review of literature specifically focused on the logistics aspect in sports and sport event management. It provides a conceptual framework of sports logistics management and offers an agenda of future research opportunities.

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2

Meend, Sonia, and Sunil Kumar. "SPORT INJURIES AND ITS MANAGEMENT THROUGH AYURVEDA." International Ayurvedic Medical Journal 9, no. 5 (May 15, 2021): 1116–20. http://dx.doi.org/10.46607/iamj2909052021.

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A sport injury is a type of injury which can be defined as any kind of injury, pain or physical damage that occurs during sports, exercise, or any physical activity. Sports medicine helps people in improving their performance in sports, fast recovery from injury and prevent future injuries. Ayurveda being the oldest science to serve mankind can prove to be the best science in management of the sport injuries. Various methods mentioned in Ayurveda classics like Vyayama (physical exercise), Abhyanga (an-ointment), Rasayana (rejuvenation) Therapy, Marma (vi- tal points) Therapy, yogic practices, Pranayamas (meditation technique) etc. proves to be a boon for a sports person for his performance as well as to overcome the physical and mental trauma suffered during the sport. Keywords: sport injury, sport medicine, Vyayama, Marma INTRODUCTION A sport injury is a type of injury which can be defined as any kind of injury, pain or physical damage that oc- curs during sports, exercise, or any physical activity. It is most commonly the musculoskeletal injuries which include muscle, bones, cartilage and associated tissue. Sports injuries can be caused by an accident, impact,

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3

Veselinović, Jovan, Aleksandra Perović, Violeta Šiljak, and Srećko Bačevac. "Challenges of modern sport management." Oditor 8, no. 1 (2022): 111–34. http://dx.doi.org/10.5937/oditor2201109v.

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The two centuries long course and development of modern sport has faced a number of challenges and changes, casing significant changes in sports management globally. Changes in the sports industry are affecting athletes, team owners, fans and society as a whole. In developed market economies, an increasing number of people are professionally involved in the field of sports, not only as athletes, but also in management of various processes, activities, events, human resources and finished products related to sports. The development of technology also has a constant impact on the development of sports in training technology, from the use of modern information technologies in the process of training, competition, to monitoring sports events, communication with fans, etc. The challenges of modern sports management are numerous and require relevant skills for the wide range of jobs it encompasses. The need for systematic management of all elements of sport emphasizes the importance of sports management that is oriented towards long-term success and well-being, both for the sports industry and for athletes and sports organizations.

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4

Pedersen, Paul M. "Sport Management." International Journal of Sport Communication 6, no. 4 (December 2013): 490–91. http://dx.doi.org/10.1123/ijsc.6.4.490.

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5

Zakrajsek, Dorothy B. "Sport Management: Random Thoughts of One Adminstrator." Journal of Sport Management 7, no. 1 (January 1993): 1–6. http://dx.doi.org/10.1123/jsm.7.1.1.

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This commentary responds to an invitation to discuss sport management from the viewpoint of an administrator. My thoughts are segmented into two streams: (a) the interface of a sports-minded public and sport management and (b) the listing of a few issues and concerns confronting sport management today. The first recognizes the high profile of sport in American society and the rising gross national sport product (GNSP), which have placed sport management programs in the enviable position of visibility and attention. The second plays on several themes: continuing to improve the knowledge and research base, establishing an independent identity while sharing technology within HPER programs, and being sensitive to a growing trend toward more graduate students entering from fields outside sport, leisure, and Wellness.

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6

Eperthener, Amy S. "Financial and Management Barriers to Safety Education in Youth Sports in the United States." Athens Journal of Sports 9, no. 2 (May 12, 2022): 101–13. http://dx.doi.org/10.30958/ajspo.9-2-3.

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A problem exists with the lack of mandated health and safety training for youth sport coaches in the United States. Youth sport organizations rely heavily on volunteers to staff their programs, and lack of education leaves coaches unprepared to handle health and safety situations that arise. This study explored current practices in safety education for youth sport coaches in northwestern Pennsylvania. Youth sport coaches and administrators at three sites were interviewed. The results of the study showed an overall lack of consistency in health and safety education in the region. Youth sport coaches whose sport has a governing body or with additional coaching experiences had more health and safety education than those who did not. Administrators cited concerns that additional required training would deter volunteers from coaching, citing financial and management barriers. The coaches unanimously indicated additional education would not deter them from coaching. The participants viewed health and safety education as important and valuable for youth sport coaches to possess, as it increases the overall safety of youth sports. Keywords: youth sports, coach education, sports injuries, sports administration, injury prevention

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7

Siffredi, Carlos, and Fernando Vilches. "Pillars for the management of sport organisations." ITF Coaching & Sport Science Review 30, no. 87 (September 6, 2022): 25–27. http://dx.doi.org/10.52383/itfcoaching.v30i87.352.

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This article provides an overview of the main characteristics in the management of sports organisations through a set of tools framed in four pillars. Sport and sport institutions are undergoing profound change. In this context, it is increasingly evident that there is a need for qualified professionals in sport management, who have the challenge of absorbing the experience of previous processes in order to generate new proposals and improve the model.

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8

Hédi, Csaba. "Global, National, and Local Factors in the Management of University Sport: The Hungarian Case." Physical Culture and Sport. Studies and Research 53, no. 1 (December 1, 2011): 39–47. http://dx.doi.org/10.2478/v10141-011-0021-9.

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Global, National, and Local Factors in the Management of University Sport: The Hungarian CaseBecause of the international nature of university sport, the appearance of transnational areas, events, results, and actors occurred very early. Therefore, the harmonization of the national and international factors influencing the functioning and development of student sport has been necessary since its rise. The objective of the article is to reveal the interaction between global, national and local factors influencing university sport, through the example of the Hungarian case. The paper is based on the results of extensive empirical research carried out by the author with the help of several methods: survey, in-depth interview, document analysis, and participant observation. Sport-globalization is regarded as the theoretical framework for the analysis. The results are discussed according to the following dimensions: strategic management of university sport; event and project management; cooperation between the two "owners", the sports sphere and the academic education; migrant student-athletes; volunteering in university sports; and the external and internal environment of Hungarian university sport. In the conclusion, it is emphasized that the management of university sport in Hungary has been influenced both by the globalisation of sports and the transformation of the Hungarian sport structure following the 1989-1990 political regime change (Földesi 2000). The combined effect of global and domestic factors meant a permanent challenge for the management of university sport. The Hungarian University Sports Federation succeeded in providing adequate answers to the new challenges, as Federation strategic planning was always based on knowledge-based strategies.

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9

Shapiro, Deborah R., and Brenda G. Pitts. "What Little Do We Know: Content Analysis of Disability Sport in Sport Management Literature." Journal of Sport Management 28, no. 6 (November 2014): 657–71. http://dx.doi.org/10.1123/jsm.2013-0258.

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As the field of sport business management develops, it is critical to assess its literature. A content analysis of 34 sport business management journals between 2002 to 2012 was conducted relative to sports, physical activity, recreation, and leisure for individuals with disabilities. Journals were selected based on their alignment with sport management curriculum standards. Results show that of the 5,443 articles reviewed in this study, merely 89, or .016%, pertained to disability sport, leisure, recreation, or physical activity. Information insufficiency was found across all sport management curriculum domains. Similarities and differences are discussed relative to other content analyses conducted in sport management and disability sport. Results provide direction for future scholarship and advancement of studies in disability sport in sport business management.

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10

Welch, Mel. "Sport Club Management." Managing Leisure 16, no. 2 (April 2011): 166–67. http://dx.doi.org/10.1080/13606719.2010.522839.

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11

Minten, Sue. "Sport Management Cultures." Managing Leisure 17, no. 1 (January 2012): 83–84. http://dx.doi.org/10.1080/13606719.2012.655075.

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12

Amara, Mahfoud. "International Sport Management." Managing Leisure 17, no. 4 (October 2012): 364–66. http://dx.doi.org/10.1080/13606719.2012.675720.

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13

Jordan, Jeremy S. "SPORT MANAGEMENT DIGEST." Journal of Sport Management 29, no. 5 (September 1, 2015): 592–96. http://dx.doi.org/10.1123/2015-0257.

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14

McNiff, Jillian, Gil Fried, and Kimberly Mahoney. "Learning Sport Management." Case Studies in Sport Management 3, no. 1 (January 2014): 39–50. http://dx.doi.org/10.1123/cssm.2014-0017.

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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.

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15

Quain, Richard J. "Sport Management Digest." Journal of Sport Management 1, no. 2 (July 1987): 175–77. http://dx.doi.org/10.1123/jsm.1.2.175.

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16

Ashley, Frank, and David Pan. "Sport Management Digest." Journal of Sport Management 10, no. 1 (January 1996): 111–13. http://dx.doi.org/10.1123/jsm.10.1.111.

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17

Li, Ming, David Pan, and Darlene Young. "Sport Management Digest." Journal of Sport Management 10, no. 2 (April 1996): 225–28. http://dx.doi.org/10.1123/jsm.10.2.225.

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18

Thibault, Lucie, Ming Li, David Pan, and Darlene Young. "Sport Management Digest." Journal of Sport Management 10, no. 3 (July 1996): 339–43. http://dx.doi.org/10.1123/jsm.10.3.339.

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19

Pan, David. "Sport Management Digest." Journal of Sport Management 10, no. 4 (October 1996): 465–69. http://dx.doi.org/10.1123/jsm.10.4.465.

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20

Li, Ming, and Darlene Young. "Sport Management Digest." Journal of Sport Management 11, no. 1 (January 1997): 113–16. http://dx.doi.org/10.1123/jsm.11.1.113.

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21

Babiak, Kathy, and Larena Hill. "Sport Management Digest." Journal of Sport Management 13, no. 4 (October 1999): 338–41. http://dx.doi.org/10.1123/jsm.13.4.338.

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22

Babiak, Kathy, and Larena Hill. "Sport Management Digest." Journal of Sport Management 14, no. 1 (January 2000): 67–71. http://dx.doi.org/10.1123/jsm.14.1.67.

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23

Mahony, Daniel F. "Sport Management Digest." Journal of Sport Management 14, no. 2 (April 2000): 191–93. http://dx.doi.org/10.1123/jsm.14.2.191.

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24

Ammon, Rob, Kathy Babiak, Dick Irwin, and Daniel F. Mahony. "Sport Management Digest." Journal of Sport Management 14, no. 3 (July 2000): 250–54. http://dx.doi.org/10.1123/jsm.14.3.250.

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Ammon, Rob, Kathy Babiak, Lisa A. Kihl, and Daniel P. Mahony. "Sport Management Digest." Journal of Sport Management 14, no. 4 (October 2000): 372–76. http://dx.doi.org/10.1123/jsm.14.4.372.

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26

Hill, Larena, Lisa A. Kihl, and Daniel F. Mahony. "Sport Management Digest." Journal of Sport Management 15, no. 1 (January 2001): 81–85. http://dx.doi.org/10.1123/jsm.15.1.81.

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27

Staurowsky, Ellen J. "Contemporary Sport Management." Journal of Sport Management 15, no. 2 (April 2001): 160–62. http://dx.doi.org/10.1123/jsm.15.2.160.

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Ammon, Rob, Brian Crow, Larena Hill, Lisa A. Kihl, Daniel F. Mahony, and Lucie Thibault. "Sport Management Digest." Journal of Sport Management 15, no. 2 (April 2001): 163–68. http://dx.doi.org/10.1123/jsm.15.2.163.

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Ammon, Rob, Carol A. Barr, Brian Crow, Larena Hill, Lisa A. Kihl, Daniel F. Mahony, and Lucie Thibault. "Sport Management Digest." Journal of Sport Management 15, no. 3 (July 2001): 250–56. http://dx.doi.org/10.1123/jsm.15.3.250.

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30

Ammon, Rob, Carol A. Barr, Brian Crow, Larena Hill, Lisa A. kihl, Daniel F. Mahony, and Lucie Thibault. "Sport Management Digest." Journal of Sport Management 15, no. 4 (October 2001): 383–87. http://dx.doi.org/10.1123/jsm.15.4.383.

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31

Kihl, Lisa A., and Lucie Thibault. "Sport Management Digest." Journal of Sport Management 16, no. 1 (January 2002): 84–87. http://dx.doi.org/10.1123/jsm.16.1.84.

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32

Barr, Carol, Lisa A. Kihl, and Lucie Thibault. "Sport Management Digest." Journal of Sport Management 16, no. 2 (April 2002): 163–67. http://dx.doi.org/10.1123/jsm.16.2.163.

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33

Barr, Carol, Brian Crow, Lisa A. Kihl, and Lucie Thibault. "Sport Management Digest." Journal of Sport Management 16, no. 3 (July 2002): 249–54. http://dx.doi.org/10.1123/jsm.16.3.249.

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34

Barr, Carol, Lisa A. Kihl, and Lucie Thibault. "Sport Management Digest." Journal of Sport Management 16, no. 4 (October 2002): 360–64. http://dx.doi.org/10.1123/jsm.16.4.360.

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Kihl, Lisa A., and Lucie Thibault. "Sport Management Digest." Journal of Sport Management 17, no. 1 (January 2003): 80–84. http://dx.doi.org/10.1123/jsm.17.1.80.

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36

Kihl, Lisa A., Tim DeSchriver, and Lynn Ridinger. "Sport Management Digest." Journal of Sport Management 17, no. 2 (April 2003): 189–93. http://dx.doi.org/10.1123/jsm.17.2.189.

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DeSchriver, Tim, Mark Lyberger, Lynn Ridinger, and Lucie Thibault. "Sport Management Digest." Journal of Sport Management 17, no. 3 (July 2003): 328–32. http://dx.doi.org/10.1123/jsm.17.3.328.

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38

Armstrong, Ketra, Tim DeSchriver, Lynn L. Ridinger, and Lucie Thibault. "Sport Management Digest." Journal of Sport Management 17, no. 4 (October 2003): 459–63. http://dx.doi.org/10.1123/jsm.17.4.459.

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39

Armstrong, Ketra, George B. Cunningham, Timothy D. DeSchriver, Mark R. Lyberger, and Anita Moorman. "Sport Management Digest." Journal of Sport Management 18, no. 1 (January 2004): 78–82. http://dx.doi.org/10.1123/jsm.18.1.78.

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Armstrong, Ketra, George B. Cunningham, Jess C. Dixon, and Anita Moorman. "Sport Management Digest." Journal of Sport Management 18, no. 2 (April 2004): 202–7. http://dx.doi.org/10.1123/jsm.18.2.202.

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Armstrong, Ketra, George B. Cunningham, Timothy D. DeSchriver, and Anita Moorman. "Sport Management Digest." Journal of Sport Management 18, no. 3 (July 2004): 299–303. http://dx.doi.org/10.1123/jsm.18.3.299.

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Armstrong, Ketra, George B. Cunningham, Timothy D. DeSchriver, and Anita Moorman. "Sport Management Digest." Journal of Sport Management 18, no. 4 (October 2004): 425–30. http://dx.doi.org/10.1123/jsm.18.4.425.

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43

Cunningham, George B., Dan Mason, Aubrey Kent, and Anita Moorman. "Sport Management Digest." Journal of Sport Management 19, no. 1 (January 2005): 86–91. http://dx.doi.org/10.1123/jsm.19.1.86.

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Cunningham, George B., Dan Mason, Aubrey Kent, and Anita Moorman. "Sport Management Digest." Journal of Sport Management 19, no. 2 (April 2005): 217–21. http://dx.doi.org/10.1123/jsm.19.2.217.

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Kent, Aubrey, Dan Mason, Anita Moorman, and Melanie L. Sartore. "Sport Management Digest." Journal of Sport Management 19, no. 3 (July 2005): 341–45. http://dx.doi.org/10.1123/jsm.19.3.341.

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Cunningham, George B., Aubrey Kent, Dan Mason, and Anita Moorman. "Sport Management Digest." Journal of Sport Management 19, no. 4 (October 2005): 526–30. http://dx.doi.org/10.1123/jsm.19.4.526.

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47

DeSensi, Joy T., Linda Koehler, and Richard J. Quain. "Sport Management Digest." Journal of Sport Management 2, no. 1 (January 1988): 69–77. http://dx.doi.org/10.1123/jsm.2.1.69.

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DeSensi, Joy T., Joy T. DeSensi, Linda S. Koehler, and Richard J. Quain. "Sport Management Digest." Journal of Sport Management 2, no. 2 (July 1988): 150–62. http://dx.doi.org/10.1123/jsm.2.2.150.

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49

Jordan, Jeremy, Aubrey Kent, and Dan Mason. "Sport Management Digest." Journal of Sport Management 20, no. 1 (January 2006): 124–28. http://dx.doi.org/10.1123/jsm.20.1.124.

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Jordan, Jeremy, Aubrey Kent, Sonja Lilienthal, and Dan Mason. "Sport Management Digest." Journal of Sport Management 20, no. 2 (April 2006): 284–89. http://dx.doi.org/10.1123/jsm.20.2.284.

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