Special Issue "Sport-Based Entrepreneurship, Sport Management, and Sustainable Development Goals"

A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Economic and Business Aspects of Sustainability".

Deadline for manuscript submissions: 31 December 2021.

Special Issue Editors

Prof. Dr. Vicente Javier Prado Gascó
E-Mail Website1 Website2 Website3 Website4
Guest Editor
Department of Social Psychology, University of Valencia, Valencia 46010, Spain
Interests: social psychology; sport management; sport entrepreneurship; consumer psychology; psychosocial risks; emotions; emotional intelligence; wellbeing
Prof. Dr. Maria Huertas Gonzalez Serrano
E-Mail Website
Guest Editor
Department of Teaching and Learning of Physical Education, Plastic and Music Education, Catholic University of Valencia, 46110 Valencia, Spain
Interests: sport entrepreneurship; sport intrapreneurship; sport innovation; entrepreneurial ecosystems
Prof. Dr. Carlos Pérez Campos
E-Mail Website
Guest Editor
Department of Teaching and Learning of Physical Education, Plastic and Music Education, Catholic University of Valencia, 46110 Valencia, Spain
Interests: sport management; inclusive sport management; sport brand perception; economic and social impact of sporting events

Special Issue Information

Dear Colleagues,

We are currently living in a situation of uncertainty and crisis. The sport sector has been especially influenced by the COVID-19 crisis, so there is an urgent need for the majority of sport enterprises to act entrepreneurially to face this change (Ratten, 2020).

The competitive environment and the necessary differentiation of organizations arising from the recent crisis have made entrepreneurship a field of study of growing interest. According to Murphy, Liao, and Welsch (2006), entrepreneurial organizations are key to economic growth in the market system, and the sports sector is no stranger to this. With this panorama, some governments are taking an active role as promoters of an entrepreneurial culture in different contexts, giving entrepreneurship a fundamental value for the economic development of societies and the improvement of the wellbeing and personal fulfillment of citizens. Therefore, entrepreneurship is a new field of research that is progressively attracting more attention among researchers and relevant institutions and organizations in the international arena. It is essential to promote more efficient sports management to improve organizations’ effectiveness and efficiency.

Numerous initiatives are mainly linked to the economic component associated with entrepreneurship and management. However, it is necessary to adopt a broader vision of the phenomenon of entrepreneurship and management, without limiting it and assimilating it exclusively to economic benefit. Entrepreneurial culture can be promoted by attending sustainability.

Sports systems cannot be indifferent 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. In recent years, sports have gained significant importance and are considered a great social phenomenon by nature. Consequently, the sports sector has been growing to become one of the most globalized industries in the world (Ratten, 2011), with an enormous impact on the GDP (Gross Domestic Product).

For all these reasons, the study of sports entrepreneurship together with sports management can become two of the main tools to face the economic, political, and social challenges of today to promote more sustainable environments from different points of view:

  • Regarding the management of sporting events and their impact on the host community;
  • In the management of sports services, fitness centers, sports associations (clubs), or sports organizations;
  • In the promotion of entrepreneurial attitudes of professionals in the sports sector, including university students;
  • Entrepreneurship and sports management applied to inclusive sport.

Finally, also of interest to this Special Issue are the actions and long-term effects that may contribute to the sports sector’s sustainability. Examples include financial fair play, economic feasibility, corporate social responsibility of sports firms, service quality, user satisfaction, sports brand management, emotions on sport, or sports sponsorship.

REFERENCES ON THE TOPIC:

  1. Bjärsholm, D. (2017). Sport and social entrepreneurship: A review of a concept in progress. Journal of Sport Management, 31(2), 191-206.
  2. Bjärsholm, D. (2019). Networking as a cornerstone within the practice of social entrepreneurship in sport. European Sport Management Quarterly, 19(1), 120-137.
  3. González-Serrano, M. H., Añó Sanz, V., & González-García, R. J. (2020). Sustainable Sport Entrepreneurship and Innovation: A Bibliometric Analysis of This Emerging Field of Research. Sustainability, 12(12), 5209.
  4. González-Serrano, M. H., Crespo, J. C., Valantine, I., Dos-Santos, M. A., & Calabuig, F. (2020). Impact of lifestyle oriented-motivation and corporate social responsibility on multiadventure sports firms´ performance. International Entrepreneurship and Management Journal, 1-25.
  5. Hayduk, T., & Walker, M. (2018). Mapping the strategic factor market for sport entrepreneurship. International Entrepreneurship and Management Journal, 14(3), 705-724.
  6. Hayduk, T. (2019). Leveraging sport mega events for international entrepreneurship. International Entrepreneurship and Management Journal, 15(3), 857-881.
  7. Hindle, K., Viala, C., Hammerschmidt, J., Kraus, S., Jones, P., & Calabuig, F. (2019). Converting sporting capacity to entrepreneurial capacity: A process perspective. European journal of international management
  8. Escamilla-Fajardo, P., Núñez-Pomar, J. M., & Gómez-Tafalla, A. M. (2020). Exploring Environmental and Entrepreneurial Antecedents of Social Performance in Spanish Sports Clubs: A Symmetric and Asymmetric Approach. Sustainability, 12(10), 4234.
  9. Hemme, F., Morais, D. G., Bowers, M. T., & Todd, J. S. (2017). Extending sport-based entrepreneurship theory through phenomenological inquiry. Sport management review, 20(1), 92-104.
  10. Núñez-Pomar, J. M., Escamilla-Fajardo, P., & Prado-Gascó, V. (2020). Relationship between entrepreneurial orientation and social performance in Spanish sports clubs. The effect of the type of funding and the level of competition. International Entrepreneurship and Management Journal, 1-19.
  11. Pellegrini, M. M., Rialti, R., Marzi, G., & Caputo, A. (2020). Sport entrepreneurship: A synthesis of existing literature and future perspectives. International Entrepreneurship and Management Journal, 1-32.
  12. Radaelli, G., Dell’Era, C., Frattini, F., & Messeni Petruzzelli, A. (2018). Entrepreneurship and human capital in professional sport: A longitudinal analysis of the Italian soccer league. Entrepreneurship Theory and Practice, 42(1), 70-93.
  13. Ratten, V. (2011). Sport-based entrepreneurship: towards a new theory of entrepreneurship and sport management. International entrepreneurship and management journal, 7(1), 57-69.
  14. Ratten, V. (2012). Sport entrepreneurship: challenges and directions for future research. International journal of entrepreneurial venturing, 4(1), 65-76.
  15. Ratten, V. (2020). Coronavirus disease (COVID-19) and sport entrepreneurship. International Journal of Entrepreneurial Behavior & Research.https://doiorg/10.1108/IJEBR-06-2020-0387
  16. Ratten, V., & Jones, P. (2020). New challenges in sport entrepreneurship for value creation. International Entrepreneurship and Management Journal, 1-20.

Prof. Dr. Vicente Javier Prado Gascó
Prof. Dr. Maria Huertas Gonzalez Serrano
Prof. Dr. Carlos Pérez Campos
Guest Editors

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Keywords

  • sport management
  • sport entrepreneurship
  • sport consumer
  • sport sustainability
  • sports organizations
  • sports sector
  • sport consumer loyalty
  • social impact of sport
  • entrepreneurial attitudes of students and sports professionals
  • entrepreneurship and sports management applied to inclusive sport

Published Papers (4 papers)

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Research

Article
Models of Sports Management in Fitness Centres. Influence of Sex, Age and Sport Frequency. Linear Models vs. Qualitative Comparative Analysis
Sustainability 2021, 13(16), 8995; https://doi.org/10.3390/su13168995 - 11 Aug 2021
Viewed by 511
Abstract
Knowing the perceptions of users of sports services has always been an object of analysis within sports management. This paper attempts to analyse what influences the satisfaction and future intentions of fitness centre customers, beyond management variables, by using two different methodologies. A [...] Read more.
Knowing the perceptions of users of sports services has always been an object of analysis within sports management. This paper attempts to analyse what influences the satisfaction and future intentions of fitness centre customers, beyond management variables, by using two different methodologies. A sample of 389 users of a private sports centre was used. Both linear relationships between variables and the combination of sets were analysed using fuzzy set Qualitative Comparative Analysis fsQCA. It is concluded that management variables (service quality, satisfaction and perceived value) are very important for the prediction of management models, but that, according to the interaction methodology between variables, both frequency and sociodemographic variables play an important role in achieving satisfied and loyal users of the sports service. For the prediction of customers’ future intentions, within the analysed sets, it is observed that satisfaction and perceived value are the most predictive variables (raw coverage 0.66). Therefore, and as a consequence, a high number of satisfied and loyal users of the service will allow the economic viability of this service to be achieved. Full article
Article
Effects of Entrepreneurial Orientation and Passion for Work on Performance Variables in Sports Clubs
Sustainability 2021, 13(5), 2920; https://doi.org/10.3390/su13052920 - 08 Mar 2021
Cited by 2 | Viewed by 546
Abstract
Entrepreneurial orientation and passion for work have been widely studied due to their effects on the behaviour and attitude of management teams in the short- and long-term. However, despite the influences of these variables on the sustainability and survival of an entity, there [...] Read more.
Entrepreneurial orientation and passion for work have been widely studied due to their effects on the behaviour and attitude of management teams in the short- and long-term. However, despite the influences of these variables on the sustainability and survival of an entity, there is a gap when considering the effects of these two performance variables in sports organisations. Therefore, the main objectives of this study were to understand the influences of entrepreneurial orientation and passion for work on service quality and sporting performance. To this end, 199 Spanish non-profit sports clubs were analysed using instruments with good psychometric properties. Data analysis was carried out using two complementary methodologies: hierarchical regression models and fuzzy-set qualitative comparative analysis. The findings show that innovation and risk-taking influence performance variables and that the inclusion of passion for work significantly increases the explanatory capacity of the model. On the other hand, it was also observed that entrepreneurial orientation dimensions and passion for work are part of the combination that allows the expected result to be explored to a greater extent. Theoretical and practical implications were drawn from these findings, which can be used to improve the economic and social sustainability of sport organisations. The study also provides useful information for managers and directors of sport organisations. Full article
Article
Linked(In)g Sport Management Education with the Sport Industry: A Preliminary Study
Sustainability 2021, 13(4), 2275; https://doi.org/10.3390/su13042275 - 19 Feb 2021
Viewed by 647
Abstract
Social media are one of the most valuable management tools used by sport managers in the fulfilment of their daily tasks. However, the studies that share and analyse the impact of educational experiences that incorporate social media into sport management education for professional [...] Read more.
Social media are one of the most valuable management tools used by sport managers in the fulfilment of their daily tasks. However, the studies that share and analyse the impact of educational experiences that incorporate social media into sport management education for professional purposes are scarce to date. Thus, this study presents an educational innovation piloted in a sport management course where LinkedIn—the social media most associated with the professional sphere—is introduced through an experiential learning methodology, as a driver of students’ career development and as a tool to keep up to date and interact with the sport industry. To assess the learning outcomes, a new scale was developed and tested. A total of 90 Spanish undergraduate sport management students (M = 22.71; SD = 3.84) participated in the study, partaking in a pre-test and a post-test. Regarding the results linked to the testing of the scale, the statistical analysis reflects the scale’s two-dimensional nature, explaining 68.78% of the variance, presenting good psychometric properties (α = 0.95). On the other hand, significant increases in all the scale items between the two measures were obtained, with large effects size in the two dimensions (Cohen’s d ≥ 0.80). Therefore, it is concluded that LinkedIn can help to develop the professional profile of sport management students, Linked(In)g what is taught in the classroom with what the sport industry demands. Full article
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Article
Effects of the COVID-19 Pandemic on Sports Entrepreneurship
Sustainability 2020, 12(20), 8493; https://doi.org/10.3390/su12208493 - 15 Oct 2020
Cited by 7 | Viewed by 2527
Abstract
Sports entrepreneurship has been considered an important part of sports organisations when overcoming crisis situations. The aim of this study is to determine the impact of the crisis derived from COVID-19 on sports entrepreneurship and whether there are differences in the prediction of [...] Read more.
Sports entrepreneurship has been considered an important part of sports organisations when overcoming crisis situations. The aim of this study is to determine the impact of the crisis derived from COVID-19 on sports entrepreneurship and whether there are differences in the prediction of entrepreneurship on service quality in non-profit sports clubs. To this end, 145 sports clubs were analysed before and after the outbreak of the virus in society. Paired sample-t tests were carried out to determine the differences in variables studied before (Time I) and after (Time II) the COVID-19 outbreak, and correlations and hierarchical linear regressions were used to analyse the relationship between the variables studied in the two different stages. The results obtained show that risk-taking and innovation are significantly higher after the appearance of COVID-19, while proactivity has not undergone significant changes. Finally, the relationship between sports entrepreneurship and service quality is positive and significant in both stages but stronger before the crisis. Full article
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