Dear Colleagues,

Sustainability, from a social, economic, and environmental point of view, is today one of the greatest challenges facing society. This interest has been intensely addressed by literature in recent years. Sports systems cannot be alien to what is undoubtedly the great challenge of the 21st century, and they must face their future from an economically, socially, and environmentally responsible perspective.

The varied perspectives from which sport develops in social systems offer numerous strategic opportunities to develop sustainability in its different dimensions. Sustainability must be an element in the long-term planning of organizations and is an interesting object of study from the following points of view:

1. The impacts on the host community of sporting events or active tourism, the social agenda of sports associations, or the backbone and regulatory role of public administrations can be approaches with which to develop an exhaustive work to improve the sustainability of sport;
2. Strategic planning becomes the long-term support tool for this type of policy. Innovation and the development of new business formulas aligned with sustainability in any of its dimensions is key to future business success. It is of special interest to study how sustainability can be incorporated into the agendas of the strategy of the different sports organisations;

III.       It is interesting to analyse how different sports systems have become sensitive to growing social pressure and have made the demands of their customers, fans, associates, spectators, etc., their own.

Finally, all actions and long-term effects that may involve the management of fitness centres and sporting events that contribute to sustainability over time are also of interest to this Special Issue. Examples include financial fair play, economic feasibility, corporate social responsibility of sports firms, service quality, user satisfaction, sports brand management, or sports sponsorship.

Dr. Ferran Calabuig-Moreno
Dr. Manuel Alonso Dos Santos
Dr. Jerónimo García-Fernández
Dr. Juan M. Núñez-Pomar
Guest Editors

References

1. Bunds, K. & Casper, J. (2018). Sport, physical culture, and the environment: An introduction. Sociology of Sport Journal, 35(1), 1-7.
2. Chen, G., Zhang, J. J., & Pifer, N. D. (2019). Corporate governance structure, financial capability, and the R&D intensity in Chinese sports sector: Evidence from listed sports companies. Sustainability, 11(23), 6810.
3. François, A., Bayle, E., & Gond, J. P. (2019). A multilevel analysis of implicit and explicit CSR in French and UK professional sport. European Sport Management Quarterly, 19(1), 15-37.
4. Kim, C., & Kaplanidou, K. (2019). The Effect of Sport Involvement on Support for Mega Sport Events: Why Does It Matter. Sustainability, 11(20), 5687.
5. Lombardo, G., Mazzocchetti, A., Rapallo, I., Tayser, N., & Cincotti, S. (2019). Assessment of the Economic and Social Impact Using SROI: An Application to Sport Companies. Sustainability, 11(13), 3612.
6. Peeters, T., & Szymanski, S. (2014). Financial fair play in European football. Economic Policy, 29(78), 343-390.
7. Plewa, C., Carrillat, F. A., Mazodier, M., & Quester, P. G. (2016). Which sport sponsorships most impact sponsor CSR image?. European Journal of Marketing, 50(5/6), 796-815.

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• sport organizations
• strategic management
• sport sector
• triple bottom line
• sport consumer loyalty
• social impact of sport